Intervention

An intervention is a solution or method to be implemented to address an organization’s challenge or
ability to initiate the steps necessary to make use of a beneficial opportunity. Intervention may suggest
alterations to performance, processes, or other resources that influence the accomplishments or results from an organization. The intervention selection process explores choosing solutions that are plausible and support the identified needs of the organization. An intervention should aim to resolve a challenge (or prepare the organization so avoid voiding a possible opportunity) through change that’s justified as valid, necessary, and relevant.

Though a variety of roles may contribute to implementing the selection or intervention itself, an intervention specialist is a role more to this practice. However, this is not to suggest or say this is the only role with sufficient qualifications to assist in the intervention process or an obvious or commonly known option. An intervention specialist may be an internal staff member or an external consultant. This human performance professional is often involved in helping organizations define a challenge or possible challenge to identify the requirements to better address challenges by modifying people, resources, or processes used by the organization to conduct business.

It’s important to note, that a challenge may not necessarily require or suggest the organization will “fix” something. For example, if an organization determines the problem causing the challenge experienced is the result of their employees not using a software solution, poor or no cause analysis may suggest they don’t know how to use the software. As a result, training may be created to teach employees how to use the software. The truth, however, maybe the employees were waiting for an announcement giving an official rollout date and assumed until then, they would use the current software.

Following the same scenario from the previous example, the “fix” may not require an in-depth solution or one that requires the entire organization’s involvement. For example, an appropriate solution, given an accurate cause for the challenge, may be as simple as employees not using the software because they’re unable to log in. After further investigation, an organization may find the login issue was caused by an IT security setting permissions to be assigned to grant employees access to the software. An intervention should take into account solutions that not only resolve challenges but do so in ways that are least intrusive as possible (minimizes the amount of effort and resources necessary to implement it).

 

References:

Zaguri, Y., & Gal, E. (2016). An Optimization of Human Performance Technology Intervention Selection
Model: A 360-Degree Approach to Support Performance. Performance Improvement, 55(6), 25–31.
https://doi-org.ezproxy.gsu.edu/10.1002/pfi.21591

Rothwell, W. J., & Kazanas, H. C. (2003). Planning and Managing Human Resources: Strategic Planning
for Human Resources Management. Human Resource Development Press.