Intervention Specialist

An intervention specialist is a human performance professional who helps to ensure that any solution to be implemented will sufficiently address objectives in a manner that aligns with business needs and goals. Because interventions have the potential to modify performance in a number of ways, the intervention specialist takes a systematic approach to consider valid solutions and apply them in one or more four primary ways to modify performance by establishing performance, improving performance, maintaining performance, or ending performances.

Hasty decisions are often made in hopes of quickly resolving performance issues. However, making decisions in this way will more likely have a negative impact and leave issues unresolved or chosen solutions proved to be insufficient or irrelevant. And intervention specialist must keep urgency in mind but resist hasty actions that are often costly and yield little to no benefits. There should never be an influx of issues as a result of attempting to resolve the initial issue (which is more likely to happen with inadequate intervention selections).

Depending on the needs and goals, an intervention specialist may be responsible for discovering and suggesting interventions, planning for implementation, implementing the solution, or evaluating the results. Intervention specialists should use data produced during the previous analysis phase(s) to guide their efforts.

Intervention specialists require an array of competencies that center around having the ability to (when and where appropriate) analyze, communicate, understand relationships, and identify opportunity while avoiding new or additional issues and threats.

The ASTD Models for Human Performance Improvement suggests the intervention specialists:

• Have the ability to interpret performance data or information.
• Have the ability to select the most appropriate solution.
• Be able to gauge (or identify) the possible impact of solutions being considered.
• Understand and evaluate the relationship between various interventions.
• Note vital business concerns and current or upcoming changes to remain aware of during the intervention process.
• Have the ability to choose valid solutions that align with business goals and objectives.

Having the above competencies and applying them effectively, make for a competent intervention specialist who can suggest and implement interventions that are most appropriate to address business needs.

Though an intervention specialist may not necessarily choose and implement the intervention, it is important they know how to approach making a selection. The process begins by determining a set of criteria possible solutions must meet.

A criterion may only suggest a minimum requirement be met, as opposed to something more definite. For example, a criterion might require that a potential an intervention be affordable with affordable defined by a preset department or project budget. It is also import for any criteria listed to attempt to limit subjectivity.

After establishing a set of criteria, alternate solutions can then be considered. The third step in the process involves evaluating bills alternative solutions and comparing them to the criteria set in the first step. The last step of the intervention selection process is to select the appropriate solution, ensuring it’s valid and justified.

Though the duties and intentions relating to intervention specialists may vary, the principles, competencies, and goals are deeply embedded in the foundations set by the industry standards of the human performance.

References

Rothwell, W. J. (2018). Human Performance Improvement: Building Practitioner Performance. London: Routledge.