Main Issues in the Citibank Performance Evaluation Case 1. During the 1990s, Citibank had introduced the new performance score card as a performance evaluation method. 2. This case study is about a branch manager, James McGaran, who had shown outstanding performance in the previous year in the prestigious Los Angeles branch. 3. He had been successful in delivering excellent financial results. In fact, James scored “above par” in four of the six performance areas, financial measures, strategy implementation, people, and standards, and “on par” in control measures. However, he scored “below par” in customer satisfaction. 4. Therefore, his overall performance could only be “on par”. This would mean that his total annual compensation would be much less than he expected. What was more worrisome was the fact that his self-esteem could be diminished.

How the main issues can be addressed 1. President of Citibank, California, Frits Seegers was fully committed to pursuing customer satisfaction indicators as a means to meeting ever-increasing expectations of sophisticated customers and achieving strategic goals and staying competitive. 2. Although James was an outstanding and dedicated manager, his performance in customer satisfaction needed improvement, which deserved a “below par” rating. 3. Although there was a risk of James’ not viewing the rating as fair and leaving the company, this was outweighed by the risk of other managers in the area viewing the whole performance evaluation as not fair and complaining of favoritism, if James received an “above par” rating. There could be a loss of morale. Therefore, bending the rules for James was not an option. 4. The only option available was for James to make an improvement in this key performance measure. The only way for communicating to James that his performance needed improvement in the