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Intervention Strategy

There is a direct correlation between the gap/cause analysis and an intervention strategy. An intervention strategy is an opportunity for change. The most effective implementation is an effective change initiative that produces the best end result for the lowest cost. Most companies move from analysis to implementation before designing an evaluation strategy. Before we design and implement an intervention, we must first design an evaluation/measurement/return-on- investment strategy. This section discusses the selection and rationale for potential interventions to reduce the performance gap and prepare for the next section on evaluation and measurement.

There must be a direct link between the performance gap and the intervention strategy for the desired end results to occur:

Performance-Gap Cause

Intervention Strategy

Breakdowns in communication

Communicating with integrity

Lack of leadership

Leading by intention

Insufficient knowledge reservoir

Accessing and sharing information

Withholding information

Increasing the flow of useful information

Resisting change

Fostering change

Lacking individual capacity

Matching work and learning opportunities

Poor physical environment

Improving the workplace environment

Deficient ergonomics

Integrating conditions for physical movement

Inadequate equipment

Upgrading equipment

Lacking psychomotor skills

Providing skill development opportunities

Unclear work expectations

Defining work expectations

No/minimal incentives and rewards

Recognizing the value contribution

Undefined workplace culture

Implementing cultural change

Devaluing worker behaviors

Adopting work/life valuing approaches

Unproductive working beliefs

Creating productive working beliefs

Numerous interventions may reduce the performance gap. However, for the growth of the organization and the well-being of its employees, you must select interventions that allow the organization to accomplish the desired end results with the best ROI. As we analyze the intervention, there is value in determining the organization’s strategic plan and how the intervention will impact the culture today and tomorrow. Performance improvement leaders must decide whether to use in-house resources, do outsourcing, or use custom or off-the-shelf interventions.

Similar to a supply or merchandise inventory in organizations, performance leaders use an intervention inventory to help determine the best delivery method for a specific performance intervention. Because of the diversity of organizational needs and the complexity of different approaches, we use a 21-point inventory. It takes the form of a worksheet/questionnaire and helps you decide whether to use a specific intervention:

  1. What desired end results will this performance intervention address?

    What desired change does this performance intervention intend to address?

  2. Is there a political rationale for using one method over another?

    This may be an issue if the company markets a specific delivery medium and using another delivery method may have systemic repercussions.

  3. List any special or unique parameters specific to this project.
  4. Who is the audience?

    This question includes analyzing the type of worker (diversity and cultural concerns, younger versus older workers, accounting, sales, manufacturing, technical, management).

  5. Will there be time for people to participate in the intervention?

    For learning opportunities, introduction to job aids, and so on. Will supervisors release subordinates from other duties to participate?

  6. Motivation to participate.

    Will the employees worry that their work will pile up while they participate in the intervention? Answering this question may identify a need to promote the intervention. (This includes everyone from senior executives to hourly workers.)

  7. What are the development time and cost for the intervention?
  8. Who will need to develop the intervention?
  9. What will the framework look like?
  10. How will the intervention be administered? Delivered?
  11. Is technology in place to support this intervention?
  12. What additional technology will the organization need to implement this intervention?
  13. What are the constraints in deploying this intervention?
  14. What are the advantages of using this particular intervention?
  15. What are the disadvantages of using this particular intervention?
  16. Would another implementation method work better?
  17. Would another approach bring similar results for less investment?
  18. Will this strategy bring the desired end results?
  19. How will you measure/evaluate the outcomes?
  20. Who will support this performance intervention?
  21. Will the primary stakeholders buy into it?

Review the following case study of a hypothetical resort, and use the 21-point inventory to consider potential training interventions. Although this case study is limited in details and triggers more questions, it helps you conceptualize how to use the inventory for other interventions.

The remaining chapters will provide valuable insight and dynamic interventions. They describe the Work/Life Approach to creating a performance culture that fosters continuous improvement. Now we will move on to the next step in our performance improvement model—measuring end results.

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