Doing that might involve getting clear on the terms. "Productivity" is too abstract and ambiguous to be used as-is, so we first need to say "here is what we are going to measure".
The central message that I remember from Peopleware is that software teams are more about people than about numbers.
Performance is going to vary, often wildly (often for the same people at different times). I loved the anecdote of the woman that wasn't very productive herself, but was a "catalyst", maybe simply a fancy way to say she was fun and nice to work with.
Unless you are Google and have the right process to detect the best and resources to attract them, your best bet is to treat people well and apply common sense... as opposed to apply hard metrics and put pressure, demoralizing your people.
With that said, this is not trivial even for activities where the metrics seem a lot clearer, e.g., basketball or basetball.