Citibank Performance Evaluation

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Having agreed upon targets that Par ratings are based upon for each objective establishes what Jack Welch says is “tell them what good looks like in your eyes as the leader”. (Welch, 2005)

Including an area for manager overall comments gives the manager the chance to clearly explain were they need to improve and how the following rating period and what good looks like.

Last we are back to differentiation; we have seen that at great companies relies on having great people to be successful. Leaders that have great people on their team win more often than they lose. Leaders that can develop “A talent and then they get promoted spread the reputation of the leader to other areas of the company.” (Dowell, 2010) A recommendation would be to have a “Nine Block System” for differentiation (Slater, 2000). A Nine Block System is based on values on one axis and performance on the other axis. This is then divided into nine blocks and one of the values axis it is ranked A, B, C, and then on the other axis is ranked 1, 2, 3.

A1 20%

A2 70%

A3 10%

B1 70%

B2 70%

B3 10%

C1 10%

C2 10%

C3 10%

The differentiation follows the “20-70-10 principle” of Jack Welch that 20% of your team is A players, 70% of the team fit into A2, B1, B2, and last you have your bottom 10% on the outside blocks. A1’s are your stars that get the greatest of rewards because they get results and they have the values that the companies want in the employees. B1’s may get the results but have some issues with how they get the results. It may that they are not a team player or they offend by being arrogant. B2’s are your steady get it done people that you can depend on but will not necessarily be the next leader. A2’s & B1’s are the employee’s in the 70% group that you invest your efforts to grow into the 20% group of A1’s. (Welch, 2005)

With people decision being the most valuable decision that most managers make due the cost structure of most products or services. Managers need the best tools to review and determine the players that need to be on the team and the ones that are better on another team.

Summary

In this paper Citibank’s performance review process has been reviewed along with James McGaran’s performance was reviewed and recommendations were made on changes to Citibank’s review process. Last were people decisions performance and risks and individual leaders' chances of getting promoted will depend on the people decisions made within the organization.

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References:

Simmons,R Citibank: Performance Evaluation, Harvard (1999)

Dowell,& Silzer (2010), Strategy Driven Talent Management : A Leadership Imperative.

CA : Jossey-Bass.

Welch, J. & Welch, S. (2005). Winning. NY: HarperCollins, Inc.

Slater, Robert (2000). The GE WAY FIELD BOOK. NY: McGraw Hill