This short paper was prepared for my employing company on the assumption that it recognised that it had now grown to a size and complexity that required a more systematic approach to “getting the right person in the right job at the right time”. An equally important assumption was that human resources planning must be responsive to the needs of the business over a period of time and, therefore, must be “driven” by top management who have the clearest view of corporate direction. Assuring effective management succession is a prime responsibility of the management to stockholders, customers and employees; it requires a plan for the development of the company's human resources.