The identification of "high fliers" in any organisation is reasonably straightforward - how to treat such high achievers and how to manage their careers is not so easy.  Equally, the marginal performer, the person in the wrong job and the person whose unique skills are under-utilised, all require careful management. In managing career paths companies need to make judgements about individuals that go beyond annual reviews and consider longer term issues such as "fast-tracking" and job rotation to develop future corporate managerial talent.

In this respect companies also need to consider strategies such as job enlargement (multi-skilling) and job enrichment as ways of making the most of available human resources.  Individual development plans which are tailored to the individuals’ unique blend of talents, qualifications and preferences together with the organisation’s development plans mean that both the organisation and the individual are heading in the same direction.