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Xelor's human resource (HR) managers are faced with a big problem. After conspicuous restructuring and delayering, the company's top managers are coming to terms with the phenomenon of career plateau. HR managers fear a potential increase in voluntary turnover and moreover those few vacancies that do indeed exist cannot be filled with internal managers, since being in a flat structure managers have not had the opportunity to develop those skills needed to fill first and second level layers. You are one of the HR managers and have to solve these three problems, as an alternative, you are one of the plateaued managers and have to help the HR department solve the problem: (1) career plateauing; (2) development of skills in flat organisations; and (3) potential increase in turnover. The case develops in 1998, right after the restructuring has taken place. Although the company is now improving its economic results, there is not much time left to come up with solutions for high performing plateaued managers. Most of them want to know what their prospects will be in the company and whether or not to remain for an extended period of time.