David Blunkett Quotes

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

The healthiest companies are always characterized by organic talent development.

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.

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

Most writing staffs have this crazy high turnover, and then everyone's really miserable, and I don't understand that. I don't know why you don't grow people to then be able to take over as you. That's how I can have more shows.

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

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.

Most corporations have human-resources processes that involve discussions with your manager, performance evaluations, calibrations for performance and potential succession planning.

All companies of any size have to continue to push to make sure you get the right leaders, the right team, the right people to be fast acting, and fast moving in the marketplace. We've got great leaders, and we continue to attract and promote great new leaders.

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

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.

Your workforce is your most valuable asset. The knowledge and skills they have represent the fuel that drives the engine of business - and you can leverage that knowledge.

The development of our human resources is an area in which we need to do well as it is decisive in determining the success of our diversification programme.

There would not be enough talent that's educated, developed and ready to take on the next leadership challenge, and it would cap our growth. Now we've put programs in place not to have that happen, but that could be a weakness.

As much as we think of performance management as numeric and thus perfectly quantifiable, it is as much a product of context and social science as the products we design and develop.

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 a training period; we have certain guidelines and structure. You can't hire talented people and stifle them. That's not the way it works anymore.

At Facebook, we try to be a strengths-based organization, which means we try to make jobs fit around people rather than make people fit around jobs. We focus on what people's natural strengths are and spend our management time trying to find ways for them to use those strengths every day.

Personnel is policy.

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.

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.

When we started Workday, we were originally very focused on the core HR system. Then we added payroll, and then we got into performance management.

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.