Credit Union of Southern California
Organization Development is the process through which organizations can successfully implement planned change. There are several approaches to consider for organization development, all guided by theory. An organizational diagnosis helps to pinpoint how an organization is currently functioning, so that a change intervention can be designed to fit their needs. This diagnosis includes data gathering and analysis that were used to create a set of prioritized recommendations to be implemented in the organization.
Credit Union of Southern California (CU SoCal) is a financial institution based in Anaheim Hills, CA. They have an estimated 350 employees, and throughout their 19 branches, they serve members in Los Angeles, Orange, San Bernardino and Riverside counties. The organization is very active in their communities, regularly making donations from their internal charity, Helping Hands. They are driven by their mission and vision, which are both deeply embedded in their culture.
Mission: Build better lives through exceptional Member experiences, every time.
Vision: Exceed Members' and employees' expectations, making CU SoCal a significant financial competitor in Southern California.
CU SoCal's performance evaluation process was recently digitized from a paper and pencil format, saving the company time and money. In their efforts to continuously improve, they would like to explore ways to further improve the process. The current performance evaluation workflow is depicted below.
The initial plan for data collection was to host interviews with several key personnel across the organization. The data would then be compiled to extract common themes, and be shared during a meeting with all of the interviewees. This plan had to be altered when the organization began working remote. Two key individuals in the Human Resources department were selected for interviews, and their responses were recorded along with data from observations and various documents. The data analysis revealed a misalignment between the current performance evaluation process and the organization's culture, strategy and HR systems.
The following three recommendations were given to alleviate the misalignment between the current process and the culture, strategy and HR systems.
The following matrix summarizes each recommendation's impact on aligning the performance evaluation process with the organization's strategy, structure and HR Systems.
Conducting this organizational diagnosis for CU SoCal was a very empowering experience, as it was the first diagnosis I completed on my own. It was a unique experience compared to any work I had previously completed because it happened during the COVID-19 pandemic, which challenged me to get creative with how to complete the project. Completing this diagnosis helped me strengthen my adaptability, organizational assessment and diagnostic abilities.
This project did not follow the timeline or project plan that I had originally established. I had to adapt to new developments in real time. As a result, I feel confident in my ability to thrive in future situations with uncertain climates.
When I was unable to conduct interviews and meetings as I originally planned, I got creative with how I obtained my data from a smaller sample of key personnel.
The interpretations I made from the data I collected reflects my ability to effectively perform organizational diagnoses. This will be useful to me in the future, as I plan to continue performing these types of diagnoses within the HR department at CU SoCal.