Harvey Mackay Quotes

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.

People really are our most important resource, and people who don't realize that and choose not to live that way, choose not to lead that way, are paying a price for that in many of our companies, many of our organizations.

I used to think business was 50 percent having the right people. Now I think it's 80 percent.

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.

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

The healthiest companies are always characterized by organic talent development.

Talent is the No. 1 priority for a CEO. You think it's about vision and strategy, but you have to get the right people first.

If you believe, as I do, that your employees truly are your most valuable asset, you will do whatever you can to help them do their jobs as well as possible.

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

Human resources are the most valuable assets the world has.

Employers who recognize the importance of investing in their workforce have a more productive workforce, a more efficient workforce, a more loyal workforce, less turnover, and, in the private sector, more profitable.

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.

Culture used to be viewed as the 'touchy-feely' side of business, but that's no longer the case. If you don't have a defined culture behind you, then you aren't going to be effective at executing your strategy.

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

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

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

Start with good people, lay out the rules, communicate with your employees, motivate them and reward them. If you do all those things effectively, you can't miss.

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

I've always said that if you can get the best people who are good at what they do, but more importantly are passionate about what they do, you'll succeed.

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

You try to get the most out of the talent. Make 'em work and let 'em play.

The corporate world is appallingly bad at capitalizing on the strengths of its people.

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.