I try really hard when I’m in a scrum master position (my position is pretty chaotic, 20k person organisation, scaled agile, “we need your x skills this program increment, please would you?”) to hide my team’s individual performance from management. Mostly because your can’t compare a system analysts numbers to a mainframe programmer to a mid-range programmer, but also if someone’s not pulling their weight I want to solve the problem within the team where we can approach it as equals before resorting to management “performance review” systems.
They worked well for us, we were updating a big system or adding functionality to it and a lot of the features were similar enough that we could reliably break the work down to sub-single sprint chunks and assign consistent story points to them
Though I have only been in one team that lasted more than 3 sprints relatively intact, and it’s only that team that got good at story pointing work