Ken Xie Quotes

Yes, I've had some pretty good luck finding wonderful talent.

Recruiting talent is no different than any other challenge a startup faces. It's all about selling.

Recruiting is all about relationships, it's not really about the facilities or the schools involved.

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

We've always looked for guys and girls who have striking ability... there's a reason my past company was called Strikeforce.

The legwork is always hard. Really finding people that you think are good enough. Just the definition of what we have to do is finding good enough people that you really think are special.

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

One thing that founders always underestimate is how hard it is to recruit.

Tell me who you want to see on the Left, and I'll hire them. If you give me a big name that's out there, that's floating around and wants work, I'd be happy to hire them.

A lot of great people come to Facebook. In our business, we're about how do we help connect our companies to great people across all levels.

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

Whatever we can't develop internally - and nobody develops everything internally - you have to be able to trade and sign free agents.

My background is around economics and finance; yet, of course, in professional services, talent is key. And for many of our clients, whatever the industry, they all are coming to me saying their No. 1 challenge is getting the right talent.

You go for the best talent available, wherever it is. You fish it out. That's how I've scouted all my career. Doesn't matter where it is - international, domestic, college, anywhere.

Businesses want to be in places where there is a deep talent pool.

Businesses increasingly have to differentiate themselves around their people, as much as their product, because thing are so replicable now.

I have a wealth of experience, but I do not want to coach. I rather like the role of recruiter.

Above all else, look around to employ the best talent you possibly can.

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.

Increase your company's average talent with each hire - founders tend to be pretty smart but willing to take on risk. Employees should be a lot smarter and less risk averse.

Recruiting is not an exact science.

I think the most important thing I thought is, I thought about recruiting and what we need in recruiting.

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.

Certainly, we continue to bring in new people. We'll hire, net new, over 4,000 people this year, and attract great people into the company. I'm very bullish about the employee base and what it can accomplish.