Gerald Chertavian Quotes

Without pay, no human being will work up to their ability if he or she is not cared for and respected.

If you believe, as I do, that your employees truly are your most valuable asset, you will do whatever you can to help them do their jobs as well as possible.

Second, if you're the boss, just because they don't ask doesn't mean your employees don't have needs.

If your employees are not happy, nothing else at your company will go well.

By making a company successful, you can provide more employment, and, if you treat your staff well, then your business itself becomes a charity.

We would rather have our employees running our business.

Understanding your employee's perspective can go a long way towards increasing productivity and happiness.

Building human-centered organizations doesn't imply a return to the paternalistic, corporate welfare practices of the 19th century. Most of us don't want to be nannied.

The basic principle which I believe has contributed more than any other to the building of our business as it is today, is the ownership of our company by the people employed in it.

We want to take care of our employees, because they take care of our family.

Isn't it ironic that pay, perks, and benefits all cost your company at the bottom line, but authentic recognition, especially when it's most unexpected, costs very little and gives the most impressive return on investment?

At Whole Foods, we allow our team members to vote on what benefits they most want the company to fund.

The best way to invest corporate profits is to give them to the employees.

I don't think value to the customer is achieved at the expense of employees' welfare.

As an HR Manager, you don't have to build a top-down perks program. You decide how much you want to invest in your employees, and then you give your employees the control to build a custom perk package for themselves.

The Bay Area definitely knows the pain of competing for, and retaining, top talent. Offering interesting perks has become a necessity, not a nice-to-have.

When you care about people's happiness and productivity, you give them what brings out the best in them and their creativity. And if you give them a choice, they'll say, 'I want an iPhone,' or 'I want a Mac.' We think we can win a lot of corporate decisions at that level.

Irrelevance is the feeling that an employee gets when they don't see how their job really makes a difference in someone else's life in some large or small way.

We need better corporate environments. We need better workplaces everywhere.

Our employees chose SK on belief that they will be happier working here and that the company will make the society happier.

We do all we can to proactively think about employees, how to care about them.

I can't tell you how many thousands of small moments that I've had with employees in our company that have been nothing more than a one-on-one. I'll see the baggage-services person, he or she is by himself. I'll pull them off to the side and have a 15-minute conversation about their history, their life, that kind of thing.

We take such good care of our employees. What I do is think about what I would want my employer to be like. We started helping our employees with every facet of their lives, and our HR problems went from A to Z in reverse.

Your company is a product. Who are its customers? Your employees, who use it to do their jobs.

Creating a strong company culture isn't just good business. It's the right thing to do, and it makes your company better for all stakeholders - employees, management, and customers.