Citibank Performance Evaluation
Introduction
In today’s society consumers want it quick, fast, in a hurry and they are not willing to wait. Customers are becoming more demanding and critical when not having their expectations met. It is important company adjusts to the ever changing attitudes and expectation of customers in the market place. Therefore it is a must for company to satisfy their customers. Customers’ satisfaction is the key to the success of any company. James McGaran is the manager in the Financial District office at Citibank; locate in the Los Angeles area. “Citibank is a niche player and pride themselves on building a profitable franchise by providing relationship banking combined with a high level of service to its customer” (Harvard Business School. 1997, pg. 1). Mr. McGaran is an exceptional manager and his performance exceeds expectations with the exception of customer satisfaction. Mr. McGaran scored “below par” on customer satisfaction. It a must Mr. McGaran take correction actions to improve customer satisfaction in his division to bring his rating above par.
Describe the approach you would take in your performance feedback session with James. What would you say, in what sequence would you say it, and what information would you reference to back up what you are saying?
The approach I would take in my performance feedback session with James is to conduct a one-on-ones session. I would make sure the performance feedback session is a two-way conversation. I will share my insights as well as listen.
Organization goals
My feedback session will begin with discussing the organization’s focus, short and long-term goals for the future. I will present James with details, information and reports that I will discuss in the meeting. I will review James job description and performance areas. James will have an opportunity to comment on his behavior and productivity.
Strength
I would highlight where James has exhibited exceptional work and I would like to see more examples of
In today’s society consumers want it quick, fast, in a hurry and they are not willing to wait. Customers are becoming more demanding and critical when not having their expectations met. It is important company adjusts to the ever changing attitudes and expectation of customers in the market place. Therefore it is a must for company to satisfy their customers. Customers’ satisfaction is the key to the success of any company. James McGaran is the manager in the Financial District office at Citibank; locate in the Los Angeles area. “Citibank is a niche player and pride themselves on building a profitable franchise by providing relationship banking combined with a high level of service to its customer” (Harvard Business School. 1997, pg. 1). Mr. McGaran is an exceptional manager and his performance exceeds expectations with the exception of customer satisfaction. Mr. McGaran scored “below par” on customer satisfaction. It a must Mr. McGaran take correction actions to improve customer satisfaction in his division to bring his rating above par.
Describe the approach you would take in your performance feedback session with James. What would you say, in what sequence would you say it, and what information would you reference to back up what you are saying?
The approach I would take in my performance feedback session with James is to conduct a one-on-ones session. I would make sure the performance feedback session is a two-way conversation. I will share my insights as well as listen.
Organization goals
My feedback session will begin with discussing the organization’s focus, short and long-term goals for the future. I will present James with details, information and reports that I will discuss in the meeting. I will review James job description and performance areas. James will have an opportunity to comment on his behavior and productivity.
Strength
I would highlight where James has exhibited exceptional work and I would like to see more examples of
References: Balanced Scorecard Basics (1998). Retrieve February 2, 2011, from Website: http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx Becker, B., Huselid, M., and Beatty, R. (2009). The Differentiated Workforce: Transforming Talent into Strategic Impact. Harvard Business Press, Boston, Massachusetts. Business Dictionary.com. (2011). Retrieve February 2, 2010 from Website: http://www.businessdictionary.com/definition/performance-evaluation.html Harvard Business School. (1999) Citibank: Performance Evaluation. 9-198-048. Howard, R. (2010). Types of Performance Evaluation Systems. Retrieve February 2, 2011, from Website: http://www.ehow.com/list_6780762_types-performance-evaluation-systems.html. 360-Degree (2011). Retrieve February 2, 2011 from Website: http://www.businessdictionary.com/definition/360-degree-feedback.html