Citi Bank Performance Appraisal
Assignment 1: Citibank Performance Appraisal
John Kenny
Jack Welch Management Institute
Amanda Andrade
JWI 520
May 3, 2015
Introduction
Being in charge of an organization may seem easy. Yet leading and managing are difficult tasks. One of the most difficult tasks as a manager is evaluating your employees. Your company knowledge, financial acumen or marketing abilities may be dismissed if you don’t know how to communicate with your employees. Knowing what to say and when to say it are the most effective means of ensuring your employees understand your message and is one of the most important attributes of a good manager/leader. Effective communication increases your credibility (Munter, 2012) whether that communications be stating company performance at an annual meeting of stockholders or a one-on-one employee performance appraisal. Knowing which style of leadership to use (Goleman, 2000) and the tone you chose to use during the process (Munter, 2012) will be deciding factors on how the appraisal is received by your employee.
Background
This case study (Citibank: Performance Evaluation) discussed how Lisa Johnson the area manager evaluated James McGaran, a branch manager, in one of the most important branches in Los Angeles, California for Citibank. James supervised 15 personnel and had revenues of $6 million, and a profit margin of $4.3 million. He rose rather quickly through the Citibank process and was promoted to his current position in 1992. His branch surpassed all goals every year for four years. In 1996, Citibank expanded performance indicators to include non-financial measures and for the first time a problem had been identified by Citibank in relation to James’ branch performance. His customer service ratings did not follow his financial performance. Citibank was relatively new in the California marketplace which had been dominated by Wells Fargo for a lengthy period of time. Because of this, Citibank wanted to build
John Kenny
Jack Welch Management Institute
Amanda Andrade
JWI 520
May 3, 2015
Introduction
Being in charge of an organization may seem easy. Yet leading and managing are difficult tasks. One of the most difficult tasks as a manager is evaluating your employees. Your company knowledge, financial acumen or marketing abilities may be dismissed if you don’t know how to communicate with your employees. Knowing what to say and when to say it are the most effective means of ensuring your employees understand your message and is one of the most important attributes of a good manager/leader. Effective communication increases your credibility (Munter, 2012) whether that communications be stating company performance at an annual meeting of stockholders or a one-on-one employee performance appraisal. Knowing which style of leadership to use (Goleman, 2000) and the tone you chose to use during the process (Munter, 2012) will be deciding factors on how the appraisal is received by your employee.
Background
This case study (Citibank: Performance Evaluation) discussed how Lisa Johnson the area manager evaluated James McGaran, a branch manager, in one of the most important branches in Los Angeles, California for Citibank. James supervised 15 personnel and had revenues of $6 million, and a profit margin of $4.3 million. He rose rather quickly through the Citibank process and was promoted to his current position in 1992. His branch surpassed all goals every year for four years. In 1996, Citibank expanded performance indicators to include non-financial measures and for the first time a problem had been identified by Citibank in relation to James’ branch performance. His customer service ratings did not follow his financial performance. Citibank was relatively new in the California marketplace which had been dominated by Wells Fargo for a lengthy period of time. Because of this, Citibank wanted to build
References: Araoz, C., (2007). Great People Decisions, Wiley and Sons, Inc., Hoboken, New Jersey Ceconi, T., (2015). Giving Negative Feedback During Performance Reviews - Part 2 [Video Blog] , http://blog.hr360.com/hr-blog/giving-negative-feedback-during-performance-reviews-part-2-video-blog Dunne, R., (2011). Delivering Performance Review Phrases and Messages That Motivate, http://product-ivity.com/performance-review-phrases Editors, BMD., (2015). Employees must be held accountable, http://www.businessmanagementdaily.com/43001/employees-must-be-held-accountable Goleman, D. (2000). Leadership that Gets Results, Harvard Business Review, Harvard Business School Publishing, Johnson, A., Performance Appraisals: The 5 Biggest Mistakes Managers Make And How To Avoid Them, http://www.businessknowhow.com/manage/performance-appraisal.htm Lloyd, K., How to Provide Negative Feedback during Employee Appraisals, http://www.dummies.com/how-to/content/how-to-provide-negative-feedback-during-employee-a.html Munter, M. (2012). Guide to Managerial Communication. Prentice Hall Publishing Puckett, R., (2005). How to Deliver an Effective Performance Appraisal, http://www.anfponline.org/Publications/articles/2005_09_070Appraisal.pdf Wiley and Sons. (2014). DiSC Management Profile, Center for Internal Change