A. James Clark Quotes

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 start with people's growth, my own growth included. I don't start with the company's strategy or products. I start with people's growth because I believe that if the people who are running and participating in a company grow, then the company's growth will in many respects take care of itself.

One of the challenges of having exceptionally high quality talent is that they're constantly restless, and they're constantly on the lookout for opportunities.

When you hire good people, and you provide good jobs and good wages and a career, good things are going to happen.

About half the people at Valve have run their own companies, so they always have the option not just to take a job at another game company, but to go start their own company. The question you always have to answer is, 'How are we making these people more valuable than they would be elsewhere?'

The employee relationships are important, investment in our people is important, and the ability to do work at multiple sites is important.

Train people well enough so they can leave, treat them well enough so they don't want to.

Work/life benefits allow companies meaningful ways for responding to their employees' needs; they can be a powerful tool for transforming a workforce and driving a business' success.

If you don't let people flourish in their jobs, why are they going to stay?

If you hire good people, give them good jobs, and pay them good wages, generally something good is going to happen.

Working at a big company sucks - avoid it. Smaller companies are 10 times better for learning.

Human resources are the most valuable assets the world has.

As CEO of a big company, I have to be a kind of a champion of the interests of our people as insofar as their ability to do their job, to feel comfortable in their work environment, and to be able to fulfill their ambitions.

Millennials tend to appreciate regular feedback because they want to feel that their work matters and that they are making a difference in the workplace. As the youngest generation at most organizations, they also tend to be hungry for growth and development opportunities.

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

Engaged, enthusiastic, and loyal employees are pivotal drivers of growth and health in any organization.

That's really the biggest thing, being happy in an organization that supports you and helps you grow and a city that supports you and a training staff.

An empowered and enriched workforce is the backbone of a company's success framework.

Our attitude has always been that if you hire good people and provide good wages and good jobs and more than that - if you provide careers - that good things will happen to your company. I think we can say that that has been proved by the quality of people that we have and how they have built our organization.

The Panda mission really speaks to our philosophy. It is, 'Deliver exceptional Asian dining experiences by building an organization where people are inspired to better their lives.' I'm talking about everyone who works at Panda. They're inspired to better their own lives.

I love having the laid-back, easy-going, family-priority nature of New Zealand, but I'm certainly enjoying the States in terms of the career opportunities and the enthusiasm I get to find work.

Hire passionate employees.

I'm very grateful for the experience at NBC.

I tell people in their careers, 'Look for growth. Look for the teams that are growing quickly. Look for the companies that are doing well. Look for a place where you feel that you can have a lot of impact.'

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