Talent Retention Quotes

Everyone has talent at twenty-five. The difficulty is to have it at fifty.

Are we a nation that educates the world's best and brightest in our universities, only to send them home to create businesses in countries that compete against us? Or are we a nation that encourages them to stay and create jobs, businesses, and industries right here in America?

I have been firming up and making changes in my roster for 2001. This needs to be done from now and then, to make sure what you are booking is working, and to keep a balance in your roster that works.

I like having young assistants in my office; they have energy, and I spend time with them to make sure they understand what we're doing. By investing in them, I'm investing in the magazine. All over 'Vogue,' 'Teen Vogue,' and 'Men's Vogue,' there are people who have been through not only my office but also many other offices at 'Vogue.'

In 2011, I started a nonprofit organization, Venture for America, to help bring talented young entrepreneurs to create thousands of jobs in Detroit, Cleveland, St. Louis, Birmingham, Baltimore and other cities around the country.

A policy of knowing your replacement is one of the best ways to drive a growth culture. It anticipates and eliminates the most harmful politics in leadership for an expanding company and instantly sets the right tone for a high-talent, growth-mindset executive team.

The market is ridiculously overcrowded with early stage investors. This results in a talent drain, where the best talent gets diffused and work for their own startups.

If you can attract highly educated people from other parts of the country and keep your own best and brightest, chances are the job creators are going to be successful.

the skilled immigrants will be long gone. They’ll be back home building the next Googles and Intels in other countries, and we will wake up 5 years from now and wonder how we let this happen.

We need to invest in a way that makes sure we've got the workforce we need in the future.

It is so stupid to deport foreign students who come here, study and get their degrees here, and want to start up a company and employ people.

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

A lot of the best technologists live and work in Canada, and every once in a while, they are aggregated by a Canadian company, and then suddenly, they're not anymore. But the people are still here - they're just working for American companies to the benefit of American bottom lines.

In the U.S., we are doing ourselves tremendous damage by having such bad immigration policies. We have built the best educational institutions on the planet, and we educate the brightest minds from all countries, and then we kick them out when they want to stay here. I think well-planned and well-executed immigration reforms, especially for students, would be one of the biggest drivers of entrepreneurship and innovation—something as simple as allowing the bright minds we’ve educated to stay and contribute to the American economy.

We've got teams and other countries have teams. Right now, we are going to their countries; we're finding the best athletes; we're bringing them to our team. We're training them, we're making them awesome, and sending them back to beat us. We've got to stop that.

Record labels today are much less patient: Artists have a bad record, and they're gone.

About half the people at Valve have run their own companies, so they always have the option not just to take a job at another game company, but to go start their own company. The question you always have to answer is, 'How are we making these people more valuable than they would be elsewhere?'

I focus a fair amount of my time on ensuring that we have a good funnel of females coming into the company and then that we're retaining that as well and making sure that we have comfortable environments for them to be successful in.

Places that succeed in attracting and retaining creative class people prosper; those that fail don't.

Successful business leaders who have helped build institutions of lasting value - all are committed to talent and a culture of excellence. This is usually accomplished by the identification, retention, and development of great people.

Really great people rarely leave a healthy organization.

Happily, there's a reversal of the brain drain occurring in Ghana now. We're seeing a lot of - actually in Africa - we're seeing a lot of African professionals, you know, returning to the continent to contribute their quota.

Silicon Valley isn't the only game in town. Tech is increasingly decentralized. Around the world, new tech centers with younger companies are able to embrace a different approach to talent: recruit locally, identify homegrown prospects and, in a phrase, bring them along for the ride.

My main job was developing talent. I was a gardener providing water and other nourishment to our top 750 people. Of course, I had to pull out some weeds, too.

Human capital will go where it is wanted, and it will stay where it is well treated. It cannot be driven; it can only be attracted.