All roles are not created equal.

Some generate more intellectual capital than others.

It Finally Happened

A CFO crossed over. He became head of talent acquisition for one of the most recognized brands in the world. From the outside, it seemed a punishment. But it inspired something that’s never happened before. Using financials to connect the return on talent investments. Building an algorithm to calculate the value of intellectual capital in business. Years, many discussions, and applications later, it’s come to life. This consultancy was born.

The truth is:

All people are important. All roles are important, or they wouldn’t exist. But let’s face it. All roles are not equal. All roles don’t generate the same value to the business. Think about it . . . The designer in an apparel firm, the scientist in a pharmaceutical company, the wealth manager in a financial services firm, the animator at an entertainment business, the quarterback of an NFL team. These roles generate a lion’s share of value for their organizations. So why would we treat them equally in our talent strategy?

Our knowledge economy demands that we identify these critical roles and then knock the way we attract, select and keep them out of the ball park. Because the most valuable asset in the world is intellectual capital. And it’s powered by nothing other than people. But not all people. Only some. In some roles. Brands, data, relationships, inventions, patents, know-how. You can’t find it on your balance sheet but it represents more value in more companies than any other asset.

This is the big idea.

 

View The Intellectual Capital Index

Intellectual Capital Index

Tom draws on his unique background spanning senior roles in operations, finance, and human resources to deliver a thoughtful and comprehensive solution to talent valuation. It stands alone in this space, because he truly understands key value drivers.

Jack Stahl

Corporate Board Member, Private Equity Advisor, and former CEO of Revlon and President of The Coca-Cola Company

Since the 1980s, whether in Finance, Marketing, or HR roles, Tom has always thought way beyond the curve—and delivered results. He collects and connects dots from all his experiences habitually. In this pioneering exposition on the value of talent, he connects them all.

Cynthia McCague

Corporate Board Member and former SVP Human Resources The Coca-Cola Company

Talent Valuation: Accelerate Market Capitalization through Your Most Important Asset

It’s time to stop treating “human capital” as a buzzword and start managing it with the same level of rigor and diligence as tangible capital. This can be done. It must be done. Talent Valuation will show you how.

  • What your company and The Beatles have in common
    Is every role critical? Consider Paul McCartney vs. the guitar tuner
  • Link human capital investments to your critical success factors
    Target roles and talent that create the most intellectual capital
  • Bring rigor to talent strategy, workforce planning, and talent management tactics
    Answer the right questions to optimize the value of talent attraction and management
  • Target your employment branding to your most business-critical talent
    Master the laser-beam approach to attracting and retaining the people you need most

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