It's disappointing that standups are used in this way. I don't know you and I don't know your team but this kind of approach to standups is probably wrecking your standups.
The standup has it's roots in the agile manifesto[0] (gross simplification). Specifically "Individuals and interactions over processes and tools". The coming together every day for just a few minutes is an opportunity to ask for help (blockers).
Both the standup and to an even greater extent the retrospective are exercises in trust. I agree to show weakness and tell you and the team when I'm struggling with a task, or when things aren't going well, seeking continuous improvement. You agree not to use that against me.
The sooner roadblocks and problems are discovered the less likely they are to become larger problems. This is one of the fundamental benefits of a standup. But this requires trust. Recording and documenting for the purposes of performance management is probably the number one way of destroying that trust.
All of this means they're a very fragile beast. Prone to becoming exercises is puffery, or even worse a list of cards being worked on that you could just as easily get from the wall/Jira/trello.
The team also succeeds or fails together, a much better way of dealing with employees that are struggling is to use pairing (sparingly) to ensure that anyone blocked on a task doesn't face it alone. Some things are just hard. I've got 20+ years of programming under my belt and I still manage to struggle at times.
I've got the experience to work through this and ask for help where needed, but the earlier you are in your career the more imposter syndrome makes it desirable to crawl into a hole rather than ask for help. Standup in a great team helps break down those barriers. But only if a very fragile trust is maintained.
[0]: https://agilemanifesto.org/
The standup has it's roots in the agile manifesto[0] (gross simplification). Specifically "Individuals and interactions over processes and tools". The coming together every day for just a few minutes is an opportunity to ask for help (blockers).
Both the standup and to an even greater extent the retrospective are exercises in trust. I agree to show weakness and tell you and the team when I'm struggling with a task, or when things aren't going well, seeking continuous improvement. You agree not to use that against me.
The sooner roadblocks and problems are discovered the less likely they are to become larger problems. This is one of the fundamental benefits of a standup. But this requires trust. Recording and documenting for the purposes of performance management is probably the number one way of destroying that trust.
All of this means they're a very fragile beast. Prone to becoming exercises is puffery, or even worse a list of cards being worked on that you could just as easily get from the wall/Jira/trello.
The team also succeeds or fails together, a much better way of dealing with employees that are struggling is to use pairing (sparingly) to ensure that anyone blocked on a task doesn't face it alone. Some things are just hard. I've got 20+ years of programming under my belt and I still manage to struggle at times.
I've got the experience to work through this and ask for help where needed, but the earlier you are in your career the more imposter syndrome makes it desirable to crawl into a hole rather than ask for help. Standup in a great team helps break down those barriers. But only if a very fragile trust is maintained.
[0]: https://agilemanifesto.org/