The job market is under pressure. In 2025, fewer than 300,000 executive hires are expected according to APEC – the lowest figure in the past decade. More than 64% of executive recruitment processes are considered difficult, and in 37% of cases companies simply abandon the search due to a lack of suitable candidates.
Management roles are no exception to this shortage: the position is attracting fewer candidates, especially among younger generations who often see it as a source of stress rather than a career opportunity.
In this context, attracting, assessing and retaining high-potential managers means rethinking HR practices. Here are four essential levers to make it happen.
1. Understanding new expectations from executives
Attracting a future leader is no longer just about offering a prestigious job title or a competitive salary package. Executives – especially younger ones – now seek clarity and purpose in their future workplace. They want precise information on working conditions, career prospects and the company’s core values. A vague or generic job offer, with no details on pay or benefits, is likely to trigger suspicion from the outset.
Work–life balance has also become a baseline expectation. Remote working, flexible hours, and extra leave days are no longer seen as perks, but as the norm. Candidates also place great value on the consistency between management’s stated vision and what actually happens day-to-day. The manager plays a central role here, as they embody the company culture in practice.
The “manager as coach” model is especially attractive to young talent, who expect leadership built on listening, support and skills development – rather than purely operational supervision.
2. Betting on predictive assessment
Recruiting a manager isn’t just about validating a CV or checking career relevance. What matters is spotting potential: a leadership style, a mindset, an ability to navigate complex environments. These qualities aren’t obvious at first glance and often go unnoticed in traditional interviews.
Hiring mistakes often come from perception biases: confusing past performance with management potential, or favouring technical expertise over people skills. Psychometric assessment is a powerful ally here, helping to measure key dimensions such as emotional intelligence, stress management, communication style and cultural alignment.
Tools like CTPI-R or EMOTION 2.1 provide an in-depth, objective picture of candidates and help enrich the conversation during the selection process.
3. Taking a skills-based approach
Recruiting for skills means assessing not only what the candidate can do (hard skills) but also how they interact with others (soft skills) and their capacity to grow (potential). This method avoids “reflex hires” based solely on a diploma or standard career path and opens the door to atypical but promising profiles.
For managerial roles, certain skills are critical: natural leadership that brings people together, decision-making in uncertainty, clear and assertive communication, and the ability to manage conflict while supporting team development. Predictive tools are particularly valuable here, helping to identify the gap between the current profile and the role’s requirements, highlighting a candidate’s strengths as well as their growth areas.
This approach also supports fairness: two candidates with different backgrounds can have equal management potential – provided it’s assessed reliably and objectively.
4. Succeeding in onboarding to unlock potential
Even the best hire can fail if onboarding is overlooked. Turning potential into managerial success means preparing the ground before the newcomer even arrives. Early onboarding – sharing key information, connecting them with the team, clarifying trial period objectives – builds trust from day one.
Taking on a role should then be supported step-by-step. Understanding the culture, expectations and specific challenges of the company takes time; a structured plan with regular check-ins prevents misunderstandings and discouragement. Feedback is another essential lever: 30-, 60- and 90-day reviews, held in a constructive spirit, give the manager the chance to adjust and grow. Finally, offering a clear development path – including training, mentoring or career progression opportunities – strengthens retention and long-term fulfilment.
Uncovering a leader is about combining trust, method and support. Potential alone isn’t enough – it needs the right environment to truly flourish.
Go further
Discover our HR Guide “High-potential managers: how to recruit and unlock tomorrow’s leaders?”, which explores these four levers in greater depth and provides practical tools to help you structure your recruitment processes and develop your talent.
