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  5. Insight 2012
  6. Insight July 2012
  7. Measure the true value of talent

Measure the true value of talent

July 2012

New tools being developed by AICPA and CIMA have highlighted the urgent need for companies to measure the cost of losing and replacing talent.

These costs can be staggeringly large, come straight off the bottom line, and yet remain largely unknown. These tools will allow you to raise this key issue with senior management, and be amongst the first to get the HR and finance departments talking.

You will need your organisation’s EBITDA, the number of employees at operations, management, and senior management level, a figure for the number of weeks that these positions are typically vacant, and the cost of acquiring new people at each level. Visit www.cgma.org/talent to get started.

It’s completely anonymous, and you will be helping to validate the existing tools before their official launch on the CGMA website.

The Cost of Losing Talent© (COLT©) tool is based on calculating the EBITDA (earnings before interest, taxes, depreciation and amortisation) per employee. This figure is weighted to reflect the seniority of the employee at three distinct levels: operational staff, managerial level and senior management. This weighting is then divided by the number of weeks the role is vacant.

The Cost of Replacing Talent© (CORT©) tool factors in employee opportunity cost – employers' estimates of ‘the number of weeks it takes each level of staff to become fully effective’. The table below shows the very significant impact this effectiveness lag has; a senior manager, for example, is estimated to take nearly seven months to become fully effective in a new role.

The tools generate an absolute measure, allowing you to assess the cost of losing and replacing high, middle and low performing personnel at three seniority levels in the business. Combined, they facilitate collaboration between finance and HR colleagues, to generate powerful information to help develop your organisation’s talent management strategy.

But we do need your help to finalise these tools. Simply enter your top line financial and operational data to produce instant outputs and contribute to this invaluable project.

  1. Insight July 2012

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In this issue:

Features

  • David Spier: Facing the challenges
  • The invisible elephant: a leadership model for the future
  • Best of the boards
  • Measure the true value of talent

Jobs and careers

  • Job hunting during a slowdown
  • Mining the jobs market for international experience
  • Working as a financial analyst in media

Training and development

  • Spreadsheet skills: being direct about INDIRECT
  • Balance sheet prepayments and deferred revenue in PowerPivot
  • Email management: set rules for yourself and others
  • Know your anti-money laundering responsibilities

News for employers

  • Saving energy part 2: prioritising actions
  • Partnering for energy efficiency
  • Strategic financial management - bonuses
  • Financial model simplicity
  • Welcome new development partners

News and events

  • CIMA elects new president
  • Corporate integrity pledge by CIMA SE Asia
  • Empowering business leaders in Sri Lanka
  • Performing to potential: Pakistan as a nation
  • CIMA responds to civil service reforms
  • CIMA on demand – online learning when and where you need it
  • Autumn CPD Academy – book now
  • New bitesize briefings
  • More news and events in your region
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  • Member FAQs

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  • What is management accounting?
  • 2012 annual review

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