Steve Easterbrook Quotes

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

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

Someone asked me about what's it like managing 2.2 million associates, and I said, 'When they're Wal-Mart associates, it's not all that hard because of the quality and the depth of our talent.' I'm really proud of the fact that 70% of the managers in the U.S. started as hourly associates with our company.

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.

When people are your greatest asset, like at Deloitte, investments in human capital should be considered in the same way other companies might invest significantly in product R&D.

Everybody knows: people, operations, and the HR component of Google is one critical strategic asset that we have.

The healthiest companies are always characterized by organic talent development.

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

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.

Your workforce is your most valuable asset. The knowledge and skills they have represent the fuel that drives the engine of business - and you can leverage that knowledge.

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.

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.

We recognize that our employees are instrumental to our success, which is why we look for the best and the brightest in the industry. We consider ourselves not only a technology company, but also a learning company.

We talk a lot in Silicon Valley about product pipelines and sales pipelines, but what about talent pipelines? It is, after all, talent - people - who give us products to sell.

One of our six key strategic priorities was the reinforcement of all professional staffing and solutions business.

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.

You're only as good as the people you hire.

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

Employees are a company's greatest asset - they're your competitive advantage. You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company's mission.

Hire the best people, and trust what you hired them to do.

Hire for passion and intensity; there is training for everything else.

Successful companies hire people.

Most writing staffs have this crazy high turnover, and then everyone's really miserable, and I don't understand that. I don't know why you don't grow people to then be able to take over as you. That's how I can have more shows.

We expanded primarily for our people - if you don't offer more opportunities, you don't keep good people.