MBA ITB

PT CPI Batch IV
Citibank
Performance Evaluation

a presentation by SAMBALADO :
Randy Marzeind
Dodi Hidayat

Yadi Sumaryadi

Renhat Sinaga

Hamzah Basuki Didit Kurniawan

Performance management is
about creating relationships and
ensuring effective communication
Its about focusing on what
organisations, managers and team
members need to succeed
- Robert Bacal

The Problem

Citibank regional president struggles with a tough

decision: how to evaluate an outstanding branch
manager who has scored poorly on an important
customer satisfaction measure but great
performance on financial measures.

The Problem (contd)

Quarte
r

Financial
Measures

Strategy
Implementati
on

Customer
Satisfacti
on

Control

People

Standard

Overall

Above Par

Par

Par

Above Par

Above Par

Above Par

Above Par

II

Above Par

Above Par

Below Par

Above Par

Above Par

Above Par

Par

III

Above Par

Above Par

Below Par

Above Par

Above Par

Above Par

Par

IV

Above Par

Above Par

Par

Above Par

Above Par

Above Par

Above Par

The Problem (contd)

Customer satisfaction

The Problem (contd)

Overall Citibank performance in 2 quarters (quarter

2 and quarter 3) was just meet the requirements.

The root cause that resulting below performance for

Citibanks Los Angles branch was Customer
Satisfaction.

Poor Customer Satisfaction caused by:

The branch ran short of one teller, lack of

communication skill.

Desperately needs another two CBCs to offload the

daytime traffic.

Problem Solving

Problem Solving (contd)

Improve communication skill of the banks tellers

Branch Manager, James McGaran, should directly

involved in customer services.

Making fair score card

Insert variable to customer statifaction

Services Time
ATM Services
Hotline Number 24 hours services
Problem solving customer services
Security Services

Recomendation

Inset weighting factor.

Compare with other citibank.

Give score for improvement result.

Conclusions
Standard

People

Customer
Satisfaction

Control

Strategy
Implementatio
n

People

Conclusions
The performance scorecard should be based on
business model with caused-effect relationship.
To choose diagnostic measure, the manager must
evaluate three criteria:
Alignment with strategy
Measurability
Linked to value

For each measurement criteria, add weighting

factor.