Human Resource Management: Citi Bank

HUMAN RESOURCE
MANAGEMENT
CITI BANK
Group 7
Sankalp Pahade 0130/56

Abhinav Gupta 085/56
Vrishab Tayade 0158/56
Ipsita Choudhary 0112/56
Shubham Paul 0146/56
GROUP 7
MEASURES REMARKS
James Mcgaran took his performance evaluation rating very seriously. He

Financials performed ‘Above Par’ on this parameter.
The firm saw a consistent growth in the contribution margin, execeded targets for
Revenue and Margin over the year.
The Non- Financial factors were the leading indicators that help in deciding the
Strategy future course of action. It helps in formulating a strategy for the long term growth.
It includes metrics like Strategy Implementation, Customer Satisfaction, Control,
People and Standards.
Since Customer Satisfaction was new parameter introduced, the time required to
Customer reflect it in the sheet of ratings would always be difficult at initial stages. To give
Satisfaction equal weightage to all the four quarters of this year will not be good way for
evaluation. So we have evaluated all the 4 quarters with different weights. The
weights of quarter1 is 0.1, and increases towards quarter 4 to 0.4
Now if we try to find a correlation between Actual rating and Actual Expense, we
find it to be
0.9053, which is quite high. Which shows if expense would have been increased
more then ratings would have been much better.
Actual Rating vs. Expense

75
70 f(x) = 0 x − 23.31
R² = 0.91
65
Actual Rating
60
55
50
45
40
360,000 380,000 400,000 420,000 440,000 460,000 480,000
Actual Expense
So we if see the expsense line – actual vs targeted. We can see that there is gap
between them but it is not significant enough with respect to total revenue.
GROUP 7
Expense in different quarters
480,000
456,061
454,076
460,000 445,688
436,276
440,000
Expense
420,000 421,430
400,000 403,586 395,216 378,458
380,000
360,000
1 2 3 4
Quarters
Actual Expense Target Expense
So there was not much scope to increase the expense and improve the rating.
Even though this is true, James could have utilised the expenses more efficiently is
also true.
Other possible reasons could be:
Due to the demanding clientele, challenging competition and possible inadequate

support of centralized services like ATM, the customer service ratings have been
below the industry average.
The efforts put in by James were reflected in the 4th quarter, as the positive
results in customer satisfaction require a longer period of time with continuous
inputs from the bank. Thus, he needs to be commended for the improvement
shown by the branch.
Also many customers might have rated based on their expectation. Service James
provided might get low rating where as some other branch providing equal
services might get higher ratings.
Giving a ‘Below Par’ rating will demoralise James. His branch was the largest and
the toughest in the division. He had to cater to a demanding clientele and the
customers also rated him on factors that were not under his control. Also, giving
him a ‘Below Par’ rating will imply ignoring his efforts to serve the clients.
So we are have rated James as Par in Customer Satisfaction.
Control James had maintained an “above par” rating in each quarter and met the specified
goals. The branch demonstrated strong operational control. The evaluation was
done by internal auditors, consistent across all departments.
People & Standards James is well respected for his leadership skills and has a keen understanding of
the business. James is involved with the local community. He always looks for
opportunities to grow. James consistently upheld the standards of the bank and
made significant efforts from his side to develop customer satisfaction.
Overall Evaluation Overall James was better manager and able to serve justice to the work with
consistent above par ratings in various parameters.
GROUP 7
Measures Ratings
Financials Above Par
Strategy Above Par
Customer Satisfaction Par
Control Above Par
People & Standards Above Par
Overall Evaluation Above Par

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HUMAN RESOURCE

Sankalp Pahade 0130/56

James Mcgaran took his performance evaluation rating very seriously. He

Actual Rating vs. Expense

Actual Expense Target Expense

Other possible reasons could be:

Due to the demanding clientele, challenging competition and possible inadequate

So we are have rated James as Par in Customer Satisfaction.

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