Tracking corporate tigers in the seventies

Abstract

Fast track programs frequently follow “no track” programs and are started when management suddenly realizes that it cannot fill its need for promotable talent. This is not the best motive for such a program, but because there is often inadequate or ineffective planning in normal manpower development, career guidance, and manpower planning, a fast track program can serve as a step towards broader-based, more inclusive manpower planning and development activities.