Ken Xie Quotes

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.

If you want to have the best employees, there really needs to be a vision and a mission. Talent looks for a mission. And if you have the best talent, that's the single biggest competitive advantage any company can have.

Our philosophy is to attract top talent and incentivise them to succeed. We have some of the top talent in the entire industry.

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

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

The healthiest companies are always characterized by organic talent development.

The best way to be productive is to have a great team. So I spend more time than most CEOs on human resources. That's 20 percent of my week.

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

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.

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.

How do you make your company a good place to work in general? That's a really, really, really large and complex set of skills. A lot of it is on-the-job training, combined with excellent mentorship.

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

We just want to have great people working for us.

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.

If there is one thing that offers challenges to small companies as they start to grow and expand, it is the hiring process... every single area. The issues that can arise run the full spectrum, from 'finding good help' to that ubiquitous catch-all 'training' and everything in between.

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.

We've set this forever ambition to make WeWork the best place.

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

It's better to grow your employees, steer them into a place that they can learn and succeed, and want to work hard and be loyal, than to have a revolving door of employees. That's demoralizing.

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

We focus on two things when hiring. First, find the best people you can in the world. And second, let them do their work. Just get out of their way.

Taking care of your employees is extremely important and very, very visible.

It's no wonder that new ventures such as The Daily look first to Gawker Media when staffing up. We should not wait for a poaching expedition to pay someone what they deserve. I apologize if that has been the case and will do better in 2012.

As a designer, design director or any creative person, you have to hire great people, support them and make them feel comfortable so they can contribute and give you their best.