Jeff Weiner Quotes

Our industry has invested so much money in technology that perhaps it's time to invest in talent, in people.

As a professional services company, our people ultimately make the difference in delivering high-quality services to clients. This is why we are so focused on attracting the best people and investing to further develop their skills.

Successful business leaders who have helped build institutions of lasting value - all are committed to talent and a culture of excellence. This is usually accomplished by the identification, retention, and development of great people.

Human resources are like natural resources; they're often buried deep. You have to go looking for them; they're not just lying around on the surface.

What is Oracle? It's people. We rely on our HR department to build this organization, to help find those people, to help grow those people.

Human resources are the most valuable assets the world has.

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

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

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

Acquiring and keeping good people is a leader's most important task.

A company's employees are its greatest asset and your people are your product

We have closely monitored the ups and downs of recruiting and retention trends for many years and have been quick to sound the alarm when challenges came into view.

People ask me what's the most important function when you're starting an organization or setting up the kind of culture and values that are going to endure. The discipline I believe so strongly in is H.R., and its the last discipline that gets funded.

And what I'm interested in is investing in people.

My gift, if I have one, is choosing terrific talent and providing the atmosphere for them to do their best work.

I used to think business was 50 percent having the right people. Now I think it's 80 percent.

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward.

There would not be enough talent that's educated, developed and ready to take on the next leadership challenge, and it would cap our growth. Now we've put programs in place not to have that happen, but that could be a weakness.

What I learned at Miramax is that if you see where extraordinary creative talent can be brought into the family, move quickly, because if you don't, someone else will.

We have a training period; we have certain guidelines and structure. You can't hire talented people and stifle them. That's not the way it works anymore.

My main job was developing talent. I was a gardener providing water and other nourishment to our top 750 people. Of course, I had to pull out some weeds, too.

Talent is a by-product of education; the quality of a country's human capital depends on it.

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.

You obviously have to build a culture, a foundation. You must build the right talent however you do it. Then you have to build the systems and the habits.

The first thing is to hang on to everybody who is talented, who is entrepreneurial, who wants to make an impact and a change and start attracting ones.