Michael Gerber Quotes

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.

We recognize that our employees are instrumental to our success, which is why we look for the best and the brightest in the industry. We consider ourselves not only a technology company, but also a learning company.

Our approach to continuously investing in the scales and capabilities of our people helps us meet the needs of our clients and enhances our ability to attract the very best talent in our industry.

When you hire someone, you are investing in them.

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

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.

A lot of great people come to Facebook. In our business, we're about how do we help connect our companies to great people across all levels.

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

Don't say it's because of benefits, because our benefits are good.

Human resources are the most valuable assets the world has.

It is much easier to hire your 20th person than your 1st.

What really makes your business is your workers - their commitment, their knowledge, how you train them, how you treat them. They have to make the entity a winning entity.

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

SK will evolve and develop based on its corporate culture and human resources.

If you hire great people, and they're all self-motivated, then you can get by without a lot of structure.

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

Building a great team is the lifeblood of any startup, and finding great talent is one of the hardest and costliest tasks any CEO will ever face.

I start with people's growth, my own growth included. I don't start with the company's strategy or products. I start with people's growth because I believe that if the people who are running and participating in a company grow, then the company's growth will in many respects take care of itself.

I always thought there were some people who were just destined to be disengaged in their jobs because that was their personality, and no matter how hard managers tried, there wasn't much they could do with some of those people.

Whether it's developers or industry veterans on the business side, top talent likes to work together.

The first day, week and month of an employee's experience carries a lasting impression.

Most employees only want to know how much they get paid and how much time off they get - they probably don't have the mission in their souls.

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.

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.

The most important thing is that you hire people who complement you and are better than you in specific areas. Good people hire people better than themselves. So A players hire A+ players.