For years, the professional services have struggled to hold on to their brightest female talent. Success rates vary between firms and depend on management's commitment to equalising the gender imbalance.

Figures reveal that while the male/female recruitment ratio is 50:50, within five years that has often shifted to 70:30.

The usual reason given is that women head off to start families, but this view is challenged by research by management consultancy Accenture and law firm Baker & McKenzie.

The two conducted a survey at last month's Wf360 MainEvent, which found that the single most important issue faced by women in business was a lack of women in senior positions who mentor and encourage other women.

Forty-two per cent supported this view, while only 3 per cent felt that pay disparity was the main issue.

Moreover, 71 per cent of women believe that men network more effectively and inclusively than women, while 96 per cent believe that Australian companies do not offer solutions that address quality of life.

``It is inexcusable for senior women to think that because it was tough for them they can just sit back and watch others struggle,'' said Ms Glenda LaPorte, the senior Accenture partner in the resources and utilities market.

The survey reveals that 83 per cent of respondents believe Australian companies are less progressive than their global counterparts when it comes to offering and implementing programs that promote female business leadership.

Accenture's commitment to raising its female partner numbers is not solely altruistic. The company has identified retaining its best talent as a strategic priority and has begun an internal program to support that goal.

The program, called Great Place to Work, is included in the company's recruitment activities.

In fact, global management consulting and outsourcing firm Hewitt Associates argues that the new battleground for brands will be their ability to present a compelling story about themselves to recruit the best employees.

Hewitt Associates, which conducts the annual worldwide Best Employers to Work For study, points out that there is a growing wave of recognition that human resources departments will soon have to become an extension of the marketing department in their efforts to help employers compete for talent. ``There is a sharper recognition now that engaging your best talent has a direct and significant impact on the bottom line of your business,'' said Mr David Brown, a Hewitt consultant and former head of human resources at Goodman Fielder.

As a result, recruitment and retention practices are coming onto the radar screens of the executive team and, possibly, of the board.

The stakes are high considering the shortage of talent in Australia, where the supply of labour is projected to grow by between 6 and 7 percent, while the demand for labour is growing at between 9 and 11 percent.

``There is a race to create the positioning in the talent market as being a best employer,'' Mr Brown said.

Behind the moves to retain staff is the obvious cost associated with losing and then replacing highly trained staff.

"The cost in training and replacement to the firm for a senior employee leaving the firm prior to partner level would be conservatively in excess of $300,000," said Mr Brian Schwartz, the chief executive officer of Ernst & Young.