Ronald Reagan Quotes

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

Let me control personnel, and I will ultimately control policy.

Human resources are the most valuable assets the world has.

As much as we think of performance management as numeric and thus perfectly quantifiable, it is as much a product of context and social science as the products we design and develop.

Successful companies hire people.

You can fire your revenues by firing your people.

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

I am somewhat surprised to have employees.

Achieving the highest possible return on human capital must be every manager's goal.

The choice of personnel, perhaps the most important choice (because 'people are policy'), never proceeds according to plan, but there have been some successful transitions that upheld high standards.

Most corporations have human-resources processes that involve discussions with your manager, performance evaluations, calibrations for performance and potential succession planning.

The corporate world is appallingly bad at capitalizing on the strengths of its people.

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.

Businesses that fail to develop their staff are twice as likely to collapse. Firms seeking to reposition themselves for the economic upturn need to invest in their staff's flexibility, responsiveness and skills.

Our experience with ad hoc wartime and post-hostilities agencies operating in the foreign field has demonstrated that not only are new agencies of little value in executing policies which go beyond the vision and the educational horizon of their own personnel, but that they actually develop a momentum of their own which, in the final analysis, tends to shape—rather than to serve—the national policy.

Johnson showed me how important it was to use every hour of every day to shape national policy while we had the power to do so.

I was the personnel director there with the Cowboys.

I've said many times that people are policy. And to be truly successful in any big organization you need to put people into jobs where they have relevant experience, relevant subject-matter expertise and the capacity to actually perform.

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

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

The tech company needs to win in the war for talent. This means much greater focus on the employee, not simply as cog in the machine, but vital member of a programming team in a race against time and competitors. Wall Street is up-or-out, dog-eat-dog, survival of the fittest.

In the knowledge economy everyone is a volunteer, but we have trained our managers to manage conscripts.

Every conversation I have almost always revolves around, you know, personnel and policy focused on producing results.

There's a dance happening on both sides of the table. Individuals are giving their personal and career values a lot more weight when it comes to finding a company that aligns with both. At the same time, companies are becoming a lot more transparent about their core values as an organization and the types of people they want to attract.