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Citibank: Performance Evaluation

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by

Hayden Joseph

on 27 October 2017

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Transcript of Citibank: Performance Evaluation

Your Mum's Consultants
Citibank: Performance Evaluation
Hayden Joseph
Nick McKenna
Hongyu Li
Lisa He
Denise Cao
James McGaran
Problem
3rd Issue
5th Issue
2nd Issue
4th Issue
Scorecard focus
Recommendations
Most profitable branch
Expectancy theory
Equity theory
James McGaran
Universal performance measure
Assumptions

Motivating factors
Performance measures
Benchmarking
Best practice
Competitive
Industry standards
Strategy implementation
Net Present Value
Attrition rate
New acquisitions
Share of wallet
Business
Sophisticated individuals
People
Training
Number of training days attended
Employee retention rate
Customer service rates
Performance management
% of subordinate targets met
Employee productivity
Teamwork
# days since last complaint
Finance Measures
Shareholder return
Cost per customer
Economic value added
Objectives
Improve employee satisfaction
Increase employees' technical skills
% of tasks completed on time
% of tasks late due to precursor task delayed
Average delay
Strategy Map
Profitability
Customer satisfaction
Labor time per new customer
Labor time per request
Capacity utilisation of each employee
Operate in the Financial District of LA
Intense Competition
Highly Profitable
Diverse Customer
Highly demand of Sophisticated Retail Banking Business
Performance scorecard
No adequate measures in place for individual sections
James' bonus
Internal focus
Evaluation team
BANK OF AMERICA
WELL FARGO & CO
CitiBank
Background of The FD Branch
Financial District In L.A.
Manger of the branch
Above par Financial achievement every year
#1 in Revenue grow and CM
Before new performance Measurement
Ranking #1
James McGaran
Under new performance scorecard
Financial
Strategy
Implementation
Customer Satisfaction
People
Standards
1st issue
Citibank needs to change the way it assess its performance if things are to improve
Summary
By following the measures that we have recommended, Citibank will be able to implement the necessary changes
Problems stem from set-up of Performance Scorecard
Additionally, giving James the bonus negates the new importance placed on "Customer Satisfaction"
Full transcript