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    HRM Citibank

    Uploaded by

    Deepaksayu
    The document describes the implementation of a performance scorecard system at Citibank to evaluate branch managers. It includes profiles of Frits Seegers as president, Lisa Johnson as area manager, and James McGaran as branch manager of the largest Los Angeles branch. The scorecard measures performance in 6 areas: financial measures, strategy implementation, customer satisfaction, control measures, people, and standards. James received above par ratings in most areas except customer satisfaction, which was below par. His overall evaluation was still above par due to his exceptional performance. Some recommendations were made to improve the customer satisfaction metric and communicate the importance of all scorecard measures.

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    HRM Citibank

    Uploaded by

    Deepaksayu
    88 views15 pages
    The document describes the implementation of a performance scorecard system at Citibank to evaluate branch managers. It includes profiles of Frits Seegers as president, Lisa Johnson as area manager, and James McGaran as branch manager of the largest Los Angeles branch. The scorecard measures performance in 6 areas: financial measures, strategy implementation, customer satisfaction, control measures, people, and standards. James received above par ratings in most areas except customer satisfaction, which was below par. His overall evaluation was still above par due to his exceptional performance. Some recommendations were made to improve the customer satisfaction metric and communicate the importance of all scorecard measures.

    Original Description:

    Citi Bank case performance evaluation

    Original Title

    hrm-citibank

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    The document describes the implementation of a performance scorecard system at Citibank to evaluate branch managers. It includes profiles of Frits Seegers as president, Lisa Johnson as area manager, and James McGaran as branch manager of the largest Los Angeles branch. The scorecard measures performance in 6 areas: financial measures, strategy implementation, customer satisfaction, control measures, people, and standards. James received above par ratings in most areas except customer satisfaction, which was below par. His overall evaluation was still above par due to his exceptional performance. Some recommendations were made to improve the customer satisfaction metric and communicate the importance of all scorecard measures.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    88 views15 pages

    HRM Citibank

    Uploaded by

    Deepaksayu
    The document describes the implementation of a performance scorecard system at Citibank to evaluate branch managers. It includes profiles of Frits Seegers as president, Lisa Johnson as area manager, and James McGaran as branch manager of the largest Los Angeles branch. The scorecard measures performance in 6 areas: financial measures, strategy implementation, customer satisfaction, control measures, people, and standards. James received above par ratings in most areas except customer satisfaction, which was below par. His overall evaluation was still above par due to his exceptional performance. Some recommendations were made to improve the customer satisfaction metric and communicate the importance of all scorecard measures.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 15

    Group-3

    Frits Seegers : President of Citibank California


    Lisa Johnson : Area Manager
    James McGaran : Branch Manager of Los
    Angeles Area Branch.

    Los Angeles area Manager.
    Joined the company in 1978 in Chicago and
    moved to California in early 1988.
    Her area was the biggest in the division and
    included two regions that had previosly been
    managed separately.
    Supported many managers and was well
    versed with the events in each branch.
    Working in the banking industry since 1977.
    Joined Citibank in 1985 as assistant branch
    manager.
    Promoted as Branch Manager of Los Angeles
    area branch.
    The branch in which he was working had very
    diverse customer base.
    He had delivered impressive financial results
    for four years in a row from 1992.

    Set clear goals for appraise and provide
    specific measures for the person doing
    appraisal
    Includes both quantitative and qualitative
    parameters
    Provide organization with tools to do
    strategic management and operational
    control
    Helps executives to focus on several
    important measures that drive the strategy


    They implemented performance scorecard
    specifying goals and measures managers
    performance in 6 areas:

    Financial measures
    Strategy implementation
    Customer satisfaction
    Control measures
    People
    Standards

    Financial Measures : Focused mainly on total
    revenue and profit margin against targets.
    Strategy Implementation : Measures tracked
    revenue for different types of target customer
    segments relevant to the strategy of the
    branch.
    Customer Satisfaction : Derived from
    questions that focused on branch service as
    well as other citibank services .
    Control Measures : Reported by evaluation by
    internal auditors on the branchs internal
    control processes.
    People and Standards : Non qunatifiable
    ratings determined subjectively by the branch
    managers boss.
    3 types of ratings for each performance
    indicator.
    Below-par, Par and Above-par.
    Evaluation was determined jointly by a team
    led by Frits Seegers.
    Bonus linked to final performance score card
    rating.
    A manager could not get an above par
    rating without par ratings in all the
    component.
    Highly sophisticated client base.
    Including the component of services
    evaluation like 24 hours phone banking and
    ATM services.
    While measuring the customer satisfaction
    the survey was done with a small sample size.


    Financial measures: Above Par
    Strategy implementation: Above Par
    Control measures: Par
    People: Above Par
    Standards: Above Par
    Customer Satisfaction: Below Par

    Diverse set of customers.
    The branch that was handled by James was
    the largest and toughest branch in the
    division.
    Had a demanding clientele and challenging
    competition.

    Overall Evaluation: Above Par
    This is the first year the balanced scorecard was
    implemented. It will take sometime to insure that all
    the areas are measured appropriately
    He has done exceptionally well across the scorecard
    and he is consciously making efforts to over come the
    issues in customer evaluation rating
    Management should also have a look on James peer
    group ratings to ensure customer satisfaction is fair
    indicator which can be linked to overall performance
    As this is the highest revenue generating branch any
    decision which may have an impact on revenues
    generated from this branch should be with utmost
    surety
    James should be aware that his concerns with the customer
    survey and consistently exceptional performance were the
    main reason for managements decision
    He should also be told that in the future he will not get an
    above par rating if he fails to score par on all the measures
    Also the importance of non quantifiable measures should
    be communicated to James and across the organization
    Unsatisfied with Appraisal:
    Complaint that top management assess behavior
    without knowing practical constraints
    Decreased dedication towards the areas in which he
    is a top performer
    Satisfied with Appraisal:
    Perception of being valued and being part of
    organizational team
    Highly motivated for the improvement towards
    points mentioned in feedback


    The operation may have succeeded, but the patient died.- By anonymous

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