In a business context marked by a shortage of talent, rapidly evolving skills requirements and the increasing mobility of professionals, organisations have been consistently investing in projects to identify and develop talent. high potentials (HiPos). This trend reflects a clear paradigm shift, focussing on the management of potential.
The identification of high potentials allows organisations to recognise employees with high and sustained performance, learning capacity, adaptability and growth potential for more complex roles. These projects are not limited to evaluating current performance, but integrate structured methodologies - such as assessment centres, This ensures more objective decisions that are aligned with the business strategy.
Companies develop these programmes with the aim of guaranteeing business continuity and internal succession in critical roles. But also to target investment in development, concentrating resources on those with the greatest capacity to generate future impact. Finally, the commitment of employees is reinforced in a market where retention is as challenging as attracting talent.
The added value is obvious. For the organisation, it increases agility, reduces risks associated with succession, strengthens the culture of meritocracy and improves overall performance levels. For employees, it brings greater clarity about expectations, growth opportunities, investment in skills development and recognition of their contribution and potential. When well communicated and monitored, succession programmes high potentials become a powerful retention factor.
In this context, the “Socrates - Know Yourself” project, launched by ENGIE in 2022, is a clear example of how structured development initiatives can durably strengthen the commitment between each employee and the organisation.
In a social context where everything seems standardised, where algorithms shape trends and opinions, ENGIE has chosen to refocus on the essential: the individual. We believe that each employee is truly unique. Unique in their skills. Unique in their motivations. Unique in their aspirations.
Based on increasing self-knowledge and assessing potential, the programme focuses on strategic competences for the business and opens doors to new paths of targeted development. This process makes it possible to build the perfect match between what each employee wants and what the company really needs to grow. In this way, competences are strengthened and performance and new career prospects are created, supported by fully personalised individual development plans. These plans, in turn, feed into succession plans and guarantee the long-term sustainability of the business.
Feedback from participants has been particularly positive. Employees feel valued, listened to and respected in their uniqueness as professionals seeking to evolve continuously. They discover that there are many avenues to explore within the organisation and that ENGIE is at their side to drive this growth. In fact, they don't need to look outside for what they already find inside: opportunities to learn, evolve and build their careers.
We believe that this programme significantly reinforces our Employee Value Proposition. As well as boosting talent retention, it also strengthens our ability to attract new professionals, who recognise in ENGIE an organisation committed to the genuine development of its people.
Raquel Andrade, Director, SHL Portugal
Marisa Alves, HR Business Partner / Renewables PT HR Coordinator, Engie
Published in Human Magazine on 18/2/2026
