OBJECTIVE:To contrast line managersʼ, senior managersʼ, and (human resource) HR professionalsʼ descriptions of their roles, tasks, and possibilities to perform them during the implementation of an occupational health intervention. METHODS:Interviews with line managers (n = 13), senior managers (n = 7), and HR professionals (n = 9) 6 months after initiation of an occupational health intervention at nine organizations. RESULTS:The groupsʼ roles were described coherently, except for the HR professionals. These roles were seldom performed in practice, and two main reasons appeareduse of individualsʼ engagement rather than an implementation strategy, and lack of integration of the intervention with other stakeholders and organizational processes. CONCLUSIONS:Evaluation of stakeholdersʼ perceptions of each otherʼs and their own roles is important, especially concerning HR professionals. Clear role descriptions and implementation strategies, and aligning an intervention to organizational processes, are crucial for efficient intervention management.