“People are our most valuable asset” is a common expression used by most chief executives. Yet how much is really spent keeping track of this “most valuable asset”? What kind of resources are allocated to determining the company's management needs, and to developing manpower plans that match the company's growth? What controls are in effect that will trigger action when there is a variance from the plan? To what extent should the board of directors be involved? Does the chief executive officer allocate as much time, effort, and resources to the company's human resources development as he or she does to sales, finance, or production?