Sheryl Sandberg Quotes

The corporate world is appallingly bad at capitalizing on the strengths of its people.

The Panda mission really speaks to our philosophy. It is, 'Deliver exceptional Asian dining experiences by building an organization where people are inspired to better their lives.' I'm talking about everyone who works at Panda. They're inspired to better their own lives.

Our company has to be a company that enables its people.

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

People ask me what's the most important function when you're starting an organization or setting up the kind of culture and values that are going to endure. The discipline I believe so strongly in is H.R., and its the last discipline that gets funded.

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

Businesses that fail to develop their staff are twice as likely to collapse. Firms seeking to reposition themselves for the economic upturn need to invest in their staff's flexibility, responsiveness and skills.

We have a training period; we have certain guidelines and structure. You can't hire talented people and stifle them. That's not the way it works anymore.

Human resources are the most valuable assets the world has.

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

Everybody knows: people, operations, and the HR component of Google is one critical strategic asset that we have.

The best way to build the best workforce is to focus on the largest talent pool you have.

Human resources are like natural resources; they're often buried deep. You have to go looking for them; they're not just lying around on the surface.

In AirAsia, we consider ourselves basically a dream factory. We deliberately decided that we wanted a company where people can pursue their passion, and we wanted to make use of all the talent that we have in-house.

A company is only as good as the people it keeps.

Building human-centered organizations doesn't imply a return to the paternalistic, corporate welfare practices of the 19th century. Most of us don't want to be nannied.

Everyone talks about building a relationship with your customer. I think you build one with your employees first.

Talent is the No. 1 priority for a CEO. You think it's about vision and strategy, but you have to get the right people first.

What is Oracle? It's people. We rely on our HR department to build this organization, to help find those people, to help grow those people.

If you believe, as I do, that your employees truly are your most valuable asset, you will do whatever you can to help them do their jobs as well as possible.

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.

One simple way to keep organizations from becoming cancerous might be to rotate all jobs on a regular, frequent and mandatory basis, including the leadership positions.

As much as we think of performance management as numeric and thus perfectly quantifiable, it is as much a product of context and social science as the products we design and develop.

Someone asked me about what's it like managing 2.2 million associates, and I said, 'When they're Wal-Mart associates, it's not all that hard because of the quality and the depth of our talent.' I'm really proud of the fact that 70% of the managers in the U.S. started as hourly associates with our company.