Brian Tracy Quotes

Most corporations have human-resources processes that involve discussions with your manager, performance evaluations, calibrations for performance and potential succession planning.

You have got to attract the brightest and the best, but the brightest and best won't stay unless they see real career options.

And what I'm interested in is investing in people.

I hadn't really worked in an office before Shutterstock, so I didn't have the experience of building a culture, nor did I understand how important that is for attracting and retaining the best talent.

Your workforce is your most valuable asset. The knowledge and skills they have represent the fuel that drives the engine of business - and you can leverage that knowledge.

The development of our human resources is an area in which we need to do well as it is decisive in determining the success of our diversification programme.

Our industry has invested so much money in technology that perhaps it's time to invest in talent, in people.

In the past the man has been first; in the future the system must be first... The first object of any good system must be that of developing first class men.

Human resources are the most valuable assets the world has.

Personnel is policy.

Employers who recognize the importance of investing in their workforce have a more productive workforce, a more efficient workforce, a more loyal workforce, less turnover, and, in the private sector, more profitable.

We expanded primarily for our people - if you don't offer more opportunities, you don't keep good people.

Employers should overcome a myopic quarterly earnings posture and focus on long-term strategies for growth that include investing in their own skills-training efforts to enable a broader pool of applicants.

Running businesses of all sizes and stages, I've seen the challenges companies face in trying to identify, attract, and retain talent.

Human capital will go where it is wanted, and it will stay where it is well treated. It cannot be driven; it can only be attracted.

Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.

I've always been really internally focused. I tend to focus on hiring - ensuring that every person we hire is both a really good fit and really good - and also that everything we put out to our users is very high-quality.

We need to invest in a way that makes sure we've got the workforce we need in the future.

As a small country, both in size and population, our future hinges on the quality of our people.

We just want to have great people working for us.

Businesses must invest in products and people in order to create new wealth.

I like having young assistants in my office; they have energy, and I spend time with them to make sure they understand what we're doing. By investing in them, I'm investing in the magazine. All over 'Vogue,' 'Teen Vogue,' and 'Men's Vogue,' there are people who have been through not only my office but also many other offices at 'Vogue.'

Investing in management means building communication systems, business processes, feedback, and routines that let you scale the business and team as efficiently as possible.

I worry that business leaders are more interested in material gain than they are in having the patience to build up a strong organization, and a strong organization starts with caring for their people.

I don't feel like my job is to be beloved.