The top executives of a government organization decided to organize an early training assessment program for the organization's first-line supervisors. As per their own experience, many young people who were trained were leaving the company for private employment where the rewards were much greater. This left the company with something less than the best qualified and dynamic supervisors. The company, therefore, was quite ready to listen to the advice of management specialists concerning the subject. The HR team of the company carefully worked out the training program. The development of the candidates comprised:
1. One week of formal supervisory training
2. Assignment to an established supervisor who would act as a teacher and guide, help them at every step and evaluate their performance.
3. Work on task force assignments as available and appropriate. Frequently candidates were appointed to supervisory positions before they finished their assigned projects. If not, they would either stay within the program until they were transferred to a supervisory role or be assigned to a technical career.