Pat Garrett Quotes

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

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

Human resources are the most valuable assets the world has.

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

We talk a lot in Silicon Valley about product pipelines and sales pipelines, but what about talent pipelines? It is, after all, talent - people - who give us products to sell.

Above all else, look around to employ the best talent you possibly can.

One of the challenges of having exceptionally high quality talent is that they're constantly restless, and they're constantly on the lookout for opportunities.

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.

I have started or run several companies and spent time with dozens of entrepreneurs over the years. Virtually none of them, in my experience, made meaningful personnel or resource-allocation decisions based on incentives or policies.

I think you build a team and a roster around the depth. That's what makes a team really good.

Hiring and retaining talent in the tech industry is expensive and vital. Those people have real power over their bosses, especially because it is often fairly easy for them to find work elsewhere, and employee walkouts are terrible PR for these leaders who are often obsessed with their public image.

Management always has a big influence on your success, no matter how good or how bad the business is itself.

If I had a formula, I would have launched newcomers every year or maybe, every quarter.

I've always believed that if you are in the WWE system, that in two years or less, the staff should be able to tell who's a keeper and who's not.

There are no more holes in my management lineup.

You acquire all this new talent through the draft, through free agency, always having roster moves. And so being able to bring all of that together through training camp... you keep asking yourself that question of just how well can they join together and play together, and you don't know until you start playing in July and August.

You can't look into a crystal ball but what you can say is if money is put on the table and you get half your signings right then you are going to be better next time around.

You have to take care of your guys. If a guy underperforms, you get rid of him. If a guy overperforms, you take care of him.

Firms gain comparative advantage from how good their people are. Retaining and attracting talent is a key point of competitive advantage in the global economy. We are seeing that play out, and there are implications for Australia, too. The idea that companies now compete on who can pay their workers the lowest - that's all changing.

There are clearly skills shortages in some areas, and businesses can make sure they get the skills they need by training people on the job.

I don't think managers have the opportunity to think in terms of a long-term vision for a club.

My job is to get the very best people we can.

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

The one thing you have to be careful of is trying to do what other teams and players are doing when you don't have the people to do it yourself.