MBA ITB
PT CPI Batch IV
Citibank
Performance Evaluation
a presentation by SAMBALADO :
Randy Marzeind
Yadi Sumaryadi
Dodi Hidayat
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 (cont’d)
Quarter
Financial
Measures
Strategy
Implementation
Customer
Satisfaction
Control
People
Standard
Overall
I
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 (cont’d)
CUSTOMER SATISFACTION
80
70
60
50
40
30
20
10
0
Q-1
Q-2
Q-3
Q-4
The Problem (cont’d)
 Overall Citibank performance in 2 quarters (quarter 2
and quarter 3) was “just” meet the requirements.
 The root cause that resulting below performance for
Citibank’s 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 CBC’s to offload the
daytime traffic.
Problem Solving
Problem Solving (cont’d)
 Improve communication skill of the bank’s 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
Implementation
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.