CITIBANK:

PERFORMA
NCE
EVALUATIO
N

Current Appraisal Process:

Evaluation Method:

Financial measures were dominant in

3 types of ratings for each

performance evaluation

parameter

Problems Faced:

Below par, par and above par

Highly sophisticated client base

Evaluation was done by a team lead

by company president

New Performance Scorecard:

Includes both qualitative and quantitative
measures
Provide with tools to measure strategic
management and operational control
Setting clear goals
Performance of managers was tested on six
different parameters

Bonus was also linked to the rating

received by the manager
A manager couldn't get above par
rating without par rating in all other
parameters

Parameters of Performance
Scorecard:

Financial Measures: Focused on total revenue and profit margin

Strategy Implementation: Tracks revenue for different types of target
customer segments
Customer Satisfaction: Measured through telephone interviews with
approx. 25 customers
Control Measures: Reported by internal auditors
People and Standards: Determined subjectively by branchs boss

James Performance:
Financial measures: Above
Par
Strategy implementation:
Above Par

Control measures: Par

People: Above Par

Final
Standards:
Above Par
Evaluation:

above-par

Customer
Satisfaction:
Performance
evaluationBelow
proposed was new, It will take some time for employees
Par
to adjust to the method
Performance except on customer satisfaction has been very good, so he should
be rewarded for that
It is very difficult to manage the largest and toughest branch of the bank
He had a demanding clientele and challenging competition
As the branch is highest revenue generating, so decision taken would impact the
revenues of the company

THANK YOU