Bryan Ferry Quotes

I feel like if we can use the combination of basically data-driven hunches and bet on really first-class talent to deliver the shows, that I think we could do as well as the networks do, who basically have a 75 to 80 percent failure rate for new shows anyway - even after all that development and pilot work.

We are being super selective on who we bring in and really just trying to hire the very best.

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.

Finding the one right candidate in a group is hard, and companies don't have much time to figure out exactly which questions can help them tell similar-seeming candidates apart.

I’d rather interview 50 people and not hire anyone than hire the wrong person.

Sure, it's fun to chat with people with interesting backgrounds who seem to have a passion for your company. But a job interview is not a friendly chat. You need to determine whether candidates, can they really do the job. So ask them to prove it.

When hiring, trust your feelings.

Human resources are the most valuable assets the world has.

No matter how you hire, ensuring the systems are in place to manage the process will be critical in allowing you to find the right people to carry the standards you set. Don't neglect that duty!

I've hired people I've met at parties and other events, and I've hired a lot of people right out of college. It's really based on personality as opposed to experience.

We just want to make sure the best candidates get the attention they deserve.

As a manager, you can only worry about those who can get on the bus, and those are the fit ones. Injuries and illnesses mean opportunities for others.

I raised the standards on recruiting.

When you hire someone, you are investing in them.

Nine out of ten businesses fail; so I came up with a foolproof plan - create ten businesses.

If you have a choice between qualifications and personal qualities when it comes to hiring people, go with personal qualities. You can teach them the job.

Usually, you hire people that you think are wonderful.

What characteristics do I look for when hiring somebody? That's one of the questions I ask when interviewing. I want to know what kind of people they would hire.

Recruiting is hard. It's just finding the needles in the haystack. You can't know enough in a one-hour interview. So, in the end, it's ultimately based on your gut. How do I feel about this person? What are they like when they're challenged? I ask everybody that: 'Why are you here?' The answers themselves are not what you're looking for. It's the meta-data.

Managers are under pressure and maybe don't want to take a chance on a young player.

The right personality with a weak resume can be filled in. That's the employee who will become great.

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.

Increase your company's average talent with each hire - founders tend to be pretty smart but willing to take on risk. Employees should be a lot smarter and less risk averse.

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.