What is full costing

The full costing method is used in accounting to determine the full cost of producing products or services. In many companies, they are beginning to apply this perspective to talent development, to be able to better control all indirect, direct, fixed and variable costs of people management.

Direct costs are usually considered to be costs directly related to the manufacturing process, although, in this analogy, they would be costs for licences, software upgrades or training programmes. Fixed costs would be wages and salaries, with or without flexible compensation, and the expenditure associated with installations, equipment and their maintenance.

Variable indirect costs are those that fluctuate as demand varies and can include overtime, subcontracting of services or travel costs.

Why is it interesting to consider the full costing perspective?

Human resources programmes have direct and hidden costs, or indirect. All of them have to be taken into account, as they are critical to present a full costing profile. For example, a cost analysis of a technology training programme might take into account the salary of the trainer or coach, the price of programme materials, and the cost of facilities and refreshments. It would also account for salaries and benefits, for participants, the programme coordinator and administrative staff.

The assessment of talent implications at the full costing level provides a global view that allows:

• Results-oriented. While it is easy to see the costs associated with HR ideas and initiatives, it is often more difficult to see the benefits in monetary terms. Investments in human capital are often difficult to justify and finance, which is why analysis is so necessary, providing both a framework and a system for achieving these critical objectives. Full costing simplifies the comparison between alternatives.
• Establish a budget for training in a company. Human resources decisions about the best course of action become much easier after conducting a analysis full costing. By using a cost-benefit analysis, HR can quantitatively compare the potential returns with the associated costs of investing in projects such as employee training, a programme to reduce absenteeism or the automation of HR processes.
• Benefits and ROI. The benefit and performance aspects of the analysis focus on selecting performance metrics to show potential cost savings, such as the cost reduction overtime and lost productivity. The goal is to link benefits to improvements in quality, productivity and efficiency, or increased sales revenue. For example, a cost analysis for a safety training programme would show how the programme can reduce workers' compensation insurance premiums and potential legal fees, while increasing productivity and sales revenue by reducing the frequency and severity of on-the-job injuries.

Thanks to the perspective of full costing analysis, alternative solutions to the company's problems can be found.. In view of the results, it is easy to compare the possible returns of more than one option.