Larry Ellison Quotes

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

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.

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

Our approach to continuously investing in the scales and capabilities of our people helps us meet the needs of our clients and enhances our ability to attract the very best talent in our industry.

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

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

A company's employees are its greatest asset and your people are your product

The healthiest companies are always characterized by organic talent development.

People ask me what's the most important function when you're starting an organization or setting up the kind of culture and values that are going to endure. The discipline I believe so strongly in is H.R., and its the last discipline that gets funded.

Get the best people and train them well.

You know, as most entrepreneurs do, that a company is only as good as its people. The hard part is actually building the team that will embody your company's culture and propel you forward.

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.

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.

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.

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

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.

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.

You obviously have to build a culture, a foundation. You must build the right talent however you do it. Then you have to build the systems and the habits.

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.

Talent is our No.1 operating priority and our most important asset.

CEOs who can hire properly, that's the most important part of the job. The CEO's job is really to hire the right team and execute the vision second.

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

A leader's most important decisions are about people. Who do you put in which jobs? How long do you leave them in a job?

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.