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Since the 1990s, many large companies have implemented high-potential evaluation practices to prepare the renewal of executive teams. The perception of the equity of evaluation appears to be a core issue in companies, but it has been little studied in the current literature. The theoretical framework of organizational justice allows me to shed light on the perceptions of justice of actors involved in the evaluation process. Based on the thorough analysis of two case studies, I highlight the variations of perceptions according to actors involved in the evaluation process (assesses, managers, HR managers, consultants) and the tensions between some perceptions. With regard to these tensions, I underline the challenges for HR in building an evaluation process collectively recognized as fair. With this in mind, I suggest an analysis of the methods introduced by HR to build a consensus between actors.