Ken Robinson Quotes

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.

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

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 You have to create the circumstances where they show themselves.

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.

You obviously have to build a culture, a foundation. You must build the right talent however you do it. Then you have to build the systems and the habits.

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

Today, the biggest bottleneck to the growth of a corporation is availability of good talent.

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.

I used to think business was 50 percent having the right people. Now I think it's 80 percent.

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward.

As a professional services company, our people ultimately make the difference in delivering high-quality services to clients. This is why we are so focused on attracting the best people and investing to further develop their skills.

My background is around economics and finance; yet, of course, in professional services, talent is key. And for many of our clients, whatever the industry, they all are coming to me saying their No. 1 challenge is getting the right talent.

We have to hire, retain, and develop the best staff.

When we started Workday, we were originally very focused on the core HR system. Then we added payroll, and then we got into performance management.

When people are your greatest asset, like at Deloitte, investments in human capital should be considered in the same way other companies might invest significantly in product R&D.

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

One of our six key strategic priorities was the reinforcement of all professional staffing and solutions business.

Talent is our No.1 operating priority and our most important asset.

CEOs who can hire properly, that's the most important part of the job. The CEO's job is really to hire the right team and execute the vision second.

Certainly, we continue to bring in new people. We'll hire, net new, over 4,000 people this year, and attract great people into the company. I'm very bullish about the employee base and what it can accomplish.

The best way to be productive is to have a great team. So I spend more time than most CEOs on human resources. That's 20 percent of my week.

I love picking people. I started Blackstone, and we had no people, and now we have with our portfolio companies about 750,000 people all over the world. Everybody who is at a senior level has ultimately been picked by me.

People really are our most important resource, and people who don't realize that and choose not to live that way, choose not to lead that way, are paying a price for that in many of our companies, many of our organizations.