Firstly, we've assumed that our businesses change slowly, hence job structures are clear and stable, and the competencies required of managers are enduring. If businesses change quickly, fixed processes are soon obsolete. An important element of the stability assumption is there will be a steady demand for new managers, to move up the hierarchy filling the jobs of their predecessors. Secondly, we've thought of HR decision making as a formal, logical process. The best person for a job had the best assessment.
Development needs where identified as the gaps between job and person.
Measurement plays a central role in rationality, because rational decisions require sound information. Hence, we've spent huge amounts on tests, interview techniques, assessment centres, etc. And, we've asked for rigor, research support, validity, etc. Thirdly, we've had the quaint assumption that our employees are planning careers with us, will continue to work for us, and will comply with our processes. It is all about measurement, building processes, and control.