Detecting High Leadership Potential and Promoting Talent: An Example of an Evidence-Based Approach in a French Blue-Chip Company

In a time of economic turmoil, finding executive managers with high potential is increasingly important in the business world. Structural constraints (such as flexibility and reactivity linked to constant environmental change), and demographic trends (such as replacement of leaders who retire) are two challenges, among others, that companies have to face. The question of high potential is raised most often with concern to executive management. Who are these high potential managers? What are their profiles and their competencies? How can we identify them and help them develop themselves? These questions are mainly raised by human resource specialists, and those involved in HR career development, whose mission is to anticipate and identify the need of the company by setting up tools and strategies that would be fruitful for the continuous development of the firm. Some authors have described the current situation as a “War of the talents” (e.g., Handfields-Jones, 2001). This article takes an evidence-based management approach (Rousseau, 2006; Pfeffer & Sutton, 2006), based on analysis of real life situations in a French blue-chip company. The practical objective is to elaborate tools and procedures that will identify management potential, and allow a personalized follow up on professional development to promote talent among managers.