This seems like it would be subjective but it actually tells a story. Most likely tickets aren't being broken down enough, one employee could be snagging easy bug tickets in the morning and another employee could be working on a epic feature.

On the other side of things I have a guy at work who rocks out 20 tickets and a guy at work who tries to go into super plan mode and take his time and make sure every semicolon is perfect 20 times. This is ok, it's what management is for I need to make sure the fast guy is a little more careful sometimes and I need to check on mr planner and make sure he speeds it up sometimes.

As long as you don't take the story points too seriously, Planning Poker can help avoid misunderstandings about the complexity of a ticket.

To be clear, though, "Who got most work done this week?" is not a useful question.

>Bob closed 20 tickets this week, and Dave is still working on that one ticket from last week. Who got most work done this week?

You get an equally or more skilled developer than Bob and Dave to monitor their output and ask them that question. That's the only way.

Was that not obvious from my answer? C'mon.

Alice works with both of them, and knows that the one ticket Dave is working on requires a lot of refactoring work to solve it nicely.

Or knows that Bob is just that good. Or Dave's having a bad week because of X.

Direct superiors tend to have at least a vague idea of what is happening, along with a certain level of trust. These two make it less likely for the answer to your question to be as ambiguous. At least for ballpark estimates of whether one should be worried.

If you manager only relies on that one statistic to make a judgement, he is a bad manager. He should know the details of what Dave is working on.

Metrics should always be supplemented with communication. If Dave's performance is under question, talk to him and find out his progress on the one ticket he's been working on.

EDIT: realized after posting that multiple people made this point. Just goes to show that it should be common sense.

Ask Bob and Dave's colleagues as part of a 360-degree review. Their peers definitely know who is being productive and who is slacking off.