Potential Talent Centers – A Book that can help predict success in management succession plan; and inclusion of non-ability characteristics would enrich Potential Talent Center research. Moving into the behavioral personality/motivation, self-drivers area may require some special steps in staffing of Potential Talent Centers, with qualified psychologists used to interpret the results of personality tests. Where attributes, characteristics, traits and motives are rated on the basis of behavioral simulations, norms, assessors would need thorough training, significant experience in this new area. Potential Talent Center practitioners are in the best position to contribute to a greater understanding of the psychology of occupational career life since they study individuals thoroughly, and in the context of the total personality. Bray (1985). Shermon (2003) in Competency-based HRM elaborates how a developmental goal has become the emphasis – outcome for many internal assessment -Development Centers and a combination of the two (Potential Assessment and Development) as Leadership Centers. Leadership Centers work to develop leaders who are distinctively equipped to handle the trials and challenges of today’s complex business environment. What is a Potential Talent Center? The Assessment Center Method, Applications, and Technologies discuss the validity and fairness of Potential Talent Centers. Thornton and Byham had reviewed 29 studies of the validity of Potential Talent Center methodology. The authors found more support for the Potential Talent Center method than for other selection methodologies, while lamenting the fact that most of the studies were done by a few large organizations (KPMG, Arvind, Citibank, Andersen, PwC, McKinsey, BCG, EY, Deloitte, AT&T, GE, IBM, Amazon, Google, Apple). Some principles – A good job analysis, which ensures a representative and comprehensive set of core competencies – Properly tailored work-related exercises, which strengthen the validity or relevance of the ratings given for performance within them, A well-balanced assessment matrix, which ensures not only that all core competencies are assessed at least three times, but also that assessors are not asked to track too many competencies in any one activity, Appropriate and thorough training of assessors, which underpins the objectivity of the evaluation process. A rigorously designed potential assessment center significantly overcomes the weaknesses of such traditional approaches Assessment centers represent a fairer process than more traditional methods, for at least two reasons. Firstly, the more objective, standardized approach, using multiple assessors, limits the potential for biased or prejudicial assessments. Secondly, the use of multiple activities allows individuals less comfortable with some selection processes (e.g. interviews and written exercises) to demonstrate qualities in a more active context (as in a simulation or group challenge). Therefore, organizations need to research and identify the most appropriate tools and simulation techniques to assess the competencies of the participants in an assessment center. Multiple tools should be used to assess any one competency – only then will the assessment demonstrate a reasonable and acceptable level of accuracy. Leadership Center – Shermon (2003) suggests a modified assessment center approach, now called as a Leadership Center using web-based technology. This was use to rapidly select the best candidates for the new positions. These enlightened assessments leveraged web-based technology, while avoiding the costly and time-intensive simulation and exercise phases of the traditional assessment center. This new and original approach can support executives in evaluating business, commercial and corporate strategic talent and realigning organizational structure. A Succession Planning ready reckoner for validated tools to measure potential in a corporate organizational context.