BY

CITI BANK: GROUP-06

ASHISH KHATRI
PERFORMANCE ISHWAR ARJUN LOHAR

EVALUATION MANISH MALIK

SAPPIDI SURYA TEJA

ANALYSIS YOGESH SONWANI

THE CRITICAL EVALUATION OF THE APPRAISAL
PROCESS

Strategy implementation- It
The Citi bank appraisal process tracks down the revenues for the
Financial measures- It focusses
consisted of the following 6 different types of segments likes
mainly on the total revenues and
performance measures as their households, businesses and
profits generated by the division
evaluation professionals which are relevant
to the strategy branch

Customer satisfaction- It is People and Standards- This

Control measures- It is
derived by asking particular evaluated by the branch
evaluated by the internal auditors
questions to the customers managers' boss subjectively
on the branch’s internal control
regarding the branch service as through Non-quantifiable
processes.
well as other Citibank services ratings.
THE CRITICAL EVALUATION OF THE APPRAISAL
PROCESS

“Below Par”, “Par” and “Above Par”

Each
component of
The measures which can be measured quantitively- financial, strategy implementation, customer satisfaction and
the scorecard control- a predefined performance thresholds are determined which fell in one of the above three categories.
was scored But ratings related to people and standards lacked an appropriate indicator and is measured subjectively by
independently manager’s boss

into one of Evaluation was determined jointly by a team led by Frits Seegers
the three
rating Bonus is linked to final performance score card which is the cumulative result of all quarters
categories:
Also a manager could not get the “Above Par” ratings without “Par” ratings in all the component.
CONTINUED

• The bank’s main motive is to provide the superior customer service to the premium customers to
convert them to permanent customers, to achieve that it has to ensure the high customer satisfaction.
• To check whether the customers are getting benefitted by their service or not it has started new measure
of customer satisfaction by calling the customers.
• It is a very good initiative by the company to ensure the best quality service to customers for long-term
success.
• But still it is not up to the mark to measure the exact service of the bank as the customers can take ATM
service also into consideration while giving feedback which is beyond the control of manager.
CAN THIS BE USED IN OTHER BRANCHES?

• No, the same performance appraisal system should not used across different branches
because of the following reasons
• California division branch was the largest and toughest branch
• It had demanding customer base and fierce competition
• It was difficult to manage the diverse customer base and as a result customer satisfaction
was not in line with that of financial performance
ALTERNATIVE MECHANISM

The measures which are taken into consideration in current performance appraisal system
are very important but some modification can be done to increase the efficiency.
1. Weighted average system should be used for performance evaluation
2. Survey sample size can be increased to get more adequate feedback
3. Feedback system should be installed in the branch itself to collect information by the
customers who are attending the services
SHOULD JAMES BE GIVEN A BONUS

• As given in the case James performance had been exceptional in financial measures like
finance, strategy implementation, control but the rating in customer satisfaction was
below par. So according to the rules, he can not be given above par rating but his
performance has improved in customer satisfaction in 4th quarter. So he should be given
more bonus than the par rating candidates(15%) to appreciate his performance in
financial measures and effort in customer satisfaction. But his performance in customer
satisfaction can not be ignored as it would give a message to other managers that
financial measures are not as important as financial measures. So he should be given 20-
25% bonus.
THANK YOU