- Organizational Performance
- Performance Analysis
- Gap/Cause Analysis
- Intervention Strategy
- Design an Evaluation Plan to Measure End Results and Your Return on Investment
- Design, Develop, and Deploy the Intervention
- Measure End Results and Calculate Return on Investment
- Conduct a Performance Analysis
- Summary
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:
What desired end results will this performance intervention address?
What desired change does this performance intervention intend to address?
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.
- List any special or unique parameters specific to this project.
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).
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?
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.)
- What are the development time and cost for the intervention?
- Who will need to develop the intervention?
- What will the framework look like?
- How will the intervention be administered? Delivered?
- Is technology in place to support this intervention?
- What additional technology will the organization need to implement this intervention?
- What are the constraints in deploying this intervention?
- What are the advantages of using this particular intervention?
- What are the disadvantages of using this particular intervention?
- Would another implementation method work better?
- Would another approach bring similar results for less investment?
- Will this strategy bring the desired end results?
- How will you measure/evaluate the outcomes?
- Who will support this performance intervention?
- 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.