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MCOM Assignment - Citibank Performance Evaluation - Dhaneesh

The document summarizes the performance evaluation of a Citibank branch manager in Los Angeles. It analyzes the manager's performance across six criteria: 1) financial, 2) strategy implementation, 3) customer satisfaction, 4) control measures, 5) people, and 6) standards. While customer satisfaction was initially low, it showed significant improvement in the fourth quarter due to the manager's efforts. Overall, the manager exceeded financial goals and performed well across other measures, demonstrating an "above par" rating is merited despite the initial customer satisfaction issue.

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DHANEESH K
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30 views4 pages

MCOM Assignment - Citibank Performance Evaluation - Dhaneesh

The document summarizes the performance evaluation of a Citibank branch manager in Los Angeles. It analyzes the manager's performance across six criteria: 1) financial, 2) strategy implementation, 3) customer satisfaction, 4) control measures, 5) people, and 6) standards. While customer satisfaction was initially low, it showed significant improvement in the fourth quarter due to the manager's efforts. Overall, the manager exceeded financial goals and performed well across other measures, demonstrating an "above par" rating is merited despite the initial customer satisfaction issue.

Uploaded by

DHANEESH K
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 4

Managerial Communication

Assignment

on

Citibank Performance Evaluation

Submitted to:

Dr. Alka Rai, NSB

Submitted on:24.09.2023

Submitted by: DHANEESH K

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Citibank Performance Evaluation Arguments

1. State the subject of Evaluation Performance evaluation and bonus decision of


Citibank Los Angeles area branch manager.
2. State Criteria Following Financial and non-financial measures are
used for performance evaluation.
1. Financial
2. Strategy Implementation
3. Customer Satisfaction
4. Control Measures
5. People
6. Standards
Each of these 6 measures were rated under 3
categories such as “below par”, “par” or “above par”.
A manger can receive overall “above par* rating only
if he/she have not lower than “par” rating in all the 6
components.
3. State Overall Evaluation The Los Angeles area branch manager of Citibank
can be given over all performance rating of “above
par”
4. Prove the Evaluation
In this branch case, the only performance measure
which is in boundary level is customer satisfaction.
But it is showing very positive trend towards set goal
in the quarter no.4. In the quarter no.3 customer
satisfaction was in middle range even though the
branch was short of one teller and 2 CBCs
Criteria 1: manpower. Due to the bank manager persistent
motivation and awareness building among staff to
Customer service improvement align with organization’s long-term vision, the
customer satisfaction measure shown significant
improvement in quarter no.4.
Hence, he can be awarded “par” rating in customer
satisfaction, so that overall evaluation rating of
“above par” can be given, since he has performed
well in all other evaluation measures in all the 4
quarters.
Criteria 2: Even with significant shortage of manpower, the
Exceptional financial performance branch outperformed all the financial goal in all the

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four quarters, at least by 20%. This shows the
branch manager’s capability to execute
organization’s business goal even in highly
competitive area. So it is important to acknowledge
the good efforts by the branch manager in the
challenging condition and the steps taken for
improving customer satisfaction with the available
resources.
In the customer satisfaction measure, many of the
feedbacks received are related to Citibank services
like ATMs, 24hr banking etc. These feedbacks can
Criteria 3: not be attributed to any branch as it is related to
Citibank common services. To achieve the goal of a
Customer satisfaction measuring bank with highly satisfied customers, we may need
parameters to identify a mechanism to separate customer
feedbacks related to branch and that of common
service. This way the branch managers can be
guided to work on their short comings and bank can
concentrate on improving common services also.
As the non-financial performance evaluation
measures are introduced recently, we need to give
sufficient time to assess the status of these measure
in each of the branches. These measures cannot be
improved over night. It needs time and planned
Criteria 4: efforts to reach the satisfactory level.
In this branch, many steps taken by branch manger
Time for adjusting to the newly to improve the customer satisfaction such as
introduced performance evaluation motivating and elaborating the importance of
customer service improvements, deputing one
employee for customer assistance in peak times etc.
These efforts shown fruitful result in quarter no.4 by
improving the customer satisfaction significantly
from quarter no.3.
Thus, it can be easily concluded that he will be able
to achieve the customer satisfaction goal in near
future.

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