Jon Oringer Quotes

Employees are a company's greatest asset - they're your competitive advantage. You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company's mission.

How do you make your company a good place to work in general? That's a really, really, really large and complex set of skills. A lot of it is on-the-job training, combined with excellent mentorship.

Hire the best people, and trust what you hired them to do.

The culture of a workplace - an organization's values, norms and practices - has a huge impact on our happiness and success.

How do leaders serve their people? They may pay good wages and treat employees with respect.

We focus on two things when hiring. First, find the best people you can in the world. And second, let them do their work. Just get out of their way.

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

I want a desirable place to work to attract and keep them here. So you try to create an environment for people to do their best work, and be generous on the benefit side.

Know what your people are like, and make sure they do their jobs excellently.

Great companies in the way they work, start with great leaders.

In talking to founder after founder; I've heard almost visceral reactions to working for companies, even very cool ones with great things to work on and lots of opportunity, like Facebook, Google, or consulting firms.

As CEO of a big company, I have to be a kind of a champion of the interests of our people as insofar as their ability to do their job, to feel comfortable in their work environment, and to be able to fulfill their ambitions.

'Office Space' I loved doing.

It's not just hours and pay that are important anymore. People want to know what the company is like, what the culture is.

The most important ingredient for the success of any company is the quality of its people, starting with its leadership team.

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

At Manhattan GMAT, I had done my best to create a positive work environment and culture, and I further believed in rewarding people financially at or above the market rate for a job well done.

Culture used to be viewed as the 'touchy-feely' side of business, but that's no longer the case. If you don't have a defined culture behind you, then you aren't going to be effective at executing your strategy.

When a culture is broken, the cracks show - morale is weakened, but so is profit and performance. That's why culture has to be at the core of any business transformation.

If you are building a corporate culture of greatness, you have to define culture on your own terms and with the people you work with.

Startups need to focus on building a foundation for their company culture early, and then they need to revisit it often. Every time a hire is made, a feature is launched, a Facebook status is updated, a press interview is given, a round of financing is raised, or a meeting is held, culture should be part of the decision-making process.

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

If each of us hires people who are smaller than we are, we shall become a company of dwarfs. But if each of us hires people who are bigger than we are, we shall become a company of giants.

When you read about the best places to work, it's never about salary; it's about catered lunches, the daycare - it's the cool stuff that matters.

I think one of the main challenges that the World Bank faces is creating an organizational structure that doesn't get in the way of its staff. We have fantastic staff. People told me as I was coming into the organization that the greatest asset of the World Bank Group is its staff, and I think there's no question that that's the case.