All of the following are methods used by firms to develop high-potential candidates for future positions EXCEPT:

The method of developing skills inventories is less about actively preparing high-potential candidates for future positions and more about assessing and documenting the skills that current employees possess. Skills inventories serve primarily as a resource for understanding workforce capabilities within the organization, rather than a proactive approach to developing individuals for future roles.

In contrast, providing internal training, implementing job rotation, and offering global assignments are all dynamic strategies focused on nurturing talent and preparing employees for advancement. Internal training enhances specific skills and knowledge needed for higher-level positions, job rotation exposes employees to different roles and responsibilities to broaden their experience, and global assignments can provide exposure to diverse markets and cultures, vital for leadership roles in a globalized economy. Thus, while developing skills inventories is important for overall HR planning, it does not directly contribute to the active development of high-potential candidates like the other methods.