Job Satisfaction

Autor: nagireddy sattigari • February 22, 2016 • Case Study • 1,576 Words (7 Pages) • 917 Views

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Context: Citibank introduced the Balanced Scored Card performance evaluation process for the first time to conduct an effective performance evaluation of their employees from qualitative and quantitative measures. The balanced scored card evaluation enables to set clear targets or goals and provide an insight on the evaluation process more effectively, thereby performance evaluation aligned with company’s strategic goals and measurable objectives.

As part of the Balanced Scored Card evaluation process, the management measures one’s accomplishments against the following operational, functional and non-functional aspects,

Financial Accomplishments
Strategy Implementation for maximizing revenue
Customer Satisfaction Index
Control Measures based on Audits process
People management and Standards

Based on the above mentioned aspects, each employee is planned to be evaluated as part of the performance evaluation process and fitting into any one of the below indicators,

Below - Par
Par
Above Par

It was also decided that an employee will not be awarded with the performance indicator of “Above Par” without ensuring they score a minimum of “Par” rating in all of the performance evaluation aspects.

In line with this new score card performance evaluation process, Mr.James McGaran, the branch manager at Los Angeles area in California is evaluated by the management through his area manager Ms.Lisa Johnson and the President of CitiBank California, Mr. Frits Seeger.

Q1. How would you have rated James performance before the performance Score card was used?

James has been handling one of the most important branch that has the maximum diversified customer portfolio in the entire division. It is also was one of the largest and challenging branch in the division
James has been constantly performing great that made him take over the entire branch as a manager, given the complexity of handling the branch
He has moved from assistant manager to manager position within a short period through excellent commitment & dedication
His financial targets and the results from the branch are extremely impressive for the past 4+ years, that was about 20% more than the target
As of now, the new performance evaluation method was not yet implemented and based on the goals measured, James has done an impressive job toward meeting the targets aligned with the branch and company’s growth
He is excellent in people management and ensured the employees working in the branch and the customers are satisfied constantly
His is excellent in leadership skills, adherence to standards and other aspects enabled eminent success
He is always seen as a role model among the other employees
Though the customer Satisfaction index(CSI) is on the lower side due to various complaints over the branch and the ATM machines in his branch segment, Although James is responsible for the ATMs, Customer waiting time at Branch, he is not the only person to be blamed for these issues
However, it is very important to clearly convey the message about the low customer satisfaction to James and assign with specific goals and evaluation measures to ensure corrective actions are taken for this issue
Based on the above factors, I would rate James with the highest rating
However, the appraiser should set the expectations towards CSI improvement and closely track his progress in improving CSI and ensure it is clearly conveyed that if this CSI is not to be improved within the next few months, this will be seriously taken into consideration in the next performances cycle.

Q2. How do you rate James performance in each of the five perspective of Citibank’s performance Score card?


Financial Achievements	Above Par	It is very evident that the branch is exceeding its financial and management targets for the past 4+ years consistently with a growth rate of about 20% In spite of being one of the largest branch and the one that handles the most diversified set of customer portfolio, the branch was able see a constant progress on the revenue generation Given these factors for financial aspects, it is very evident that James has exceeded the targets consistently and deserve an “Above Par”
Strategy Implementation for maximizing revenue	Above Par	The data collected for this is done for Q2, Q3 and Q4. With this limited data, we would not be able to arrive at a precise result The branch earned 1st rank in revenue generation & other financial aspects The branch has always ensured that all the business related targets are exceeded constantly(based on the 3 quarter data) The branch has been always focused in implementing strategies aligned with business operations for maximizing revenue Based on the above fact and in addition, there are no issues on this measure, James has outperformed with respect to other branches
Control Measures based on Audits process	Par	Although the audit results and other processes indicate James has always ensured all the compliances are met all the times and performed above par in all aspects, there is still scope for improvement Given this scope for improvement, James needs to be clearly informed on the specific areas to focus on (like reducing operational expenses, reduce fraud losses) & ensure those activities are included as part of the goals evaluation The results will be tracked constantly to ensure a consistent improvement commences as a corrective action from James side
People management and Standards	Above Par	James is an excellent leader & well respected by the other co-workers There has been no instances where any complaints or dissatisfactions received from other co-workers in the branch He has been continuously working towards improving his own and his branch team skills & constantly encourage them to upgrade their knowledge regularly James is a very good people’s manager & his performance in handling people and executing the job has been always above expectations It is very evident that James deserve a above par on this measure
Customer Satisfaction Index	Par	Although it is very evident that the customer satisfaction is very low, it needs to be understood, customer survey was taken on a small group of customers only There are factors that are out of James control that includes 24x7 supports from call center etc. That has contributed towards the low customer satisfaction I would suggest the head office to conduct an relatively exhaustive customer feedback, derive certain goals aligned with the business plan and ensure it is assigned as goals for James in the next performance appraisal It is very important to also understand that, customer satisfactions can be changed over a period of time and excellent service delivery which is relatively easy and ethical than reducing the rating for one Finally, it is not a great idea to stay ridged to follow the rules defined on the new performance appraisal process In short, James deserve a “Par” on CSI which needs to convert into performance goals & assigned against James for the next performance cycles.

To summarize, though the evaluation criteria states clearly that the CSI should be at least 74% to get a “Par” rating, we need to take it into account that the improvement in CSI in the last quarter increased from 54% to 72%. This clearly indicates the continuous improvement and if James is given a chance, he can work on the areas of improvement and improve on the CSI. Therefore, it is not absolutely correct to reduce the overall rating keeping the CSI as a key measure and also with a very limited data collected for measuring the CSI. It would be appropriate to wait for one more appraisal cycle and understand the performance. However, it is very important to ensure measurable goals and evaluation parameters are defined and communicated clearly to James and to be tracked on regular basis.

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