Daniel Akaka Quotes

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

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

We need to invest in a way that makes sure we've got the workforce we need in the future.

I like having young assistants in my office; they have energy, and I spend time with them to make sure they understand what we're doing. By investing in them, I'm investing in the magazine. All over 'Vogue,' 'Teen Vogue,' and 'Men's Vogue,' there are people who have been through not only my office but also many other offices at 'Vogue.'

It seems appropriate to call attention at this time to the fine spirit shown during the past year by our public servants. I cannot praise too highly the cheerful work of the civil-service employees, and of those temporarily working for the Government.

My second tea this afternoon was for the women in executive positions in the Departments of State, Treasury and War, and certain Commissions. Many of these women do really important work and are all indispensable parts of their offices. …. They are valuable public servants and it is most interesting to me and to the Cabinet women to have an opportunity to see them and talk to them about their work.

In my 35 years in the army I was in school for 6 years. I think corporations should take a look at whether they are investing enough in the development of their human capital.

What we learned several years ago was that one of our weaknesses would be if we didn't develop enough people with the know-how to run our company, it would come to the point where we would just stop.

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.

A nation needs to know how to utilise talent.

As a civil servant in charge of the government's Strategy Unit, I brought in many people from outside government, including academia and science, to work in the unit, dissecting and solving complex problems from GM crops to alcohol, nuclear proliferation to schools reform.

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

The healthiest companies are always characterized by organic talent development.

The best way to find a balance between doing your best and showing that you're ready for more is by developing other people. As tempting as it is to hoard knowledge, don't. Instead, make certain that there are others who know how to do important aspects of your job.

Sponsors and networks will really go all out and simply evaluate people on the basis of talent.

I was very happy being a secretary. I loved working for the government. I was very happy with my life.

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

The biggest part of my job now is to quickly develop successors, and around the world I am working to develop new business leaders in the company.

You have got to attract the brightest and the best, but the brightest and best won't stay unless they see real career options.

I am not a federal employee. I am a constitutional officer. My job is the Constitution of the United States, I am not a government employee. I am in the Constitution.

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

Today, the biggest bottleneck to the growth of a corporation is availability of good talent.

The lesson is that, No. 1, this management has to be at the highest class possible. No. 2, they have to have a succession plan.

Really in technology, it's about the people, getting the best people, retaining them, nurturing a creative environment and helping to find a way to innovate.

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.