KSA descriptions for one level should drive the development of those attributes in managers one level below. MHC will need therefore to place special emphasis on communicating the KSAs for each level so that managers seeking promotion are aware of the KSAs they are supposed to have and can work on them. 5. The core of the competitive strategy is strong, but I would make two recommendations to the planning team. One is to use the feedback from managers to understand the types of resistance that may occur and to make plans to remove such roadblocks. I would also recommend de-emphasis of the third belief, which runs contrary to the development of the best talent. True justice and equality has no eyes...

The first tactical activity should be development of a strong communication plan. This will help all employees understand not only the strategy but its underlying rationale. The second is that a transition plan must be developed, including means to overcome expected resistance. Support is most likely at the corporate level; resistance most likely in regional companies. HR can aid in resistance reduction by tying compensation and job evaluations for executives to corporate objectives rather than company objectives. Corporate should be prepared to back this up by using the new system to its fullest potential and generating superior returns.