To study the Citibank Performance evaluation case and evaluate James McGaran’s performance assuming the role of Lisa Johnson. Describe the approach taken in performance feedback session, sequence of conversation and supporting references to backup your evaluation. To Review the Citibank evaluation system as a consultant and recommend possible procedural and processes changes to improve its performance evaluation system.
Citibank performance evaluation system
Until 1994 Citibank performance evaluation system was based on the quantitative measure (financial measures) not both quantitative and qualitative measures (MBA6220, 2011) due to the type of services offered by the bank. ...view middle of the document...
This included the services offered by the branch and other central services like 24 hour banking and ATM offered by the Citibank (Davila, A & Simons, R, 1997).
Each component of the performance scorecard was scored independently into one of the three rating categories: “below par”, “par”, or “above par”. Based on these ratings the branch manager’s superior determines the overall performance rating that was linked to the branch manager’s bonus. Without “par” rating in all the components of the performance scorecard, a manager cannot get an “above par” rating. A “below par” rating did not carry any bonus. A “par” rating generated a bonus of 15% and an “above par” rating generated a bonus of 30% of the basic salary (Davila, A & Simons, R, 1997).
James McGaran, manager of the Los Angeles’s financial district, is a successful executive and joined the Citibank in 1985 as assistant branch manager. James was promoted to a manager of a small branch in 1986 and since then he has progressed quickly through the ranks. He was given the responsibility to manage the Financial District branch in 1992. His performance in this office has exceeded expectations each single year and his financial results were impressive for four years in a row. His branch is one of the most important of the 31branches in the Los Angeles (Davila, A & Simons, R, 1997) area and has a diverse customer including finance professional and business customers who are sophisticated buyers requiring knowledgeable and high quality customer service. James reported to Lisa Johnson, Los Angeles area manager who in turn was reporting to Frit Seegers, President of Citibank California.
Performance Evaluation of James McGaran
Assuming Lisa Johnson’s role if we evaluate James McGaran based on the six performance indicators defined in Citibank performance evaluation, his performance scorecard will include:
Financial rating will be “above par” due to his exceptional financial performance in terms of revenue and margin growth and expense management to the plan.
Strategy implementation will be “above par” as the branch enjoyed strong growth in all customer segments of business, professional and retail. The balances grew in all three segments.
Customer satisfaction has been a challenge for this branch and the full year service showed mixed results. This indicator involves performance of other services (24 hours banking and ATM) those are not managed by this branch and make it difficult to understand problem areas and put corrective measures. Though the this indicator was “below par” for two quarters, I in the role of Lisa will recommend “par” overall rating based on the trend, uncontrolled factors and corrective measure put in place that enhanced the performance substantially in the fourth quarter.
Control, people and standards indicators will be rated “above par” based on the exceptional performance in all four quarters. Internal auditors have confirmed strong operational...