Peter Drucker Quotes

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

What we learned several years ago was that one of our weaknesses would be if we didn't develop enough people with the know-how to run our company, it would come to the point where we would just stop.

The lesson is that, No. 1, this management has to be at the highest class possible. No. 2, they have to have a succession plan.

Human resources are the most valuable assets the world has.

I have a good eye for talent, and my talent performs the best.

When you're an engineer, you want to analyze things a lot. But if you believe that the most important data points are people, then you have to make conclusions in relatively short order. Because you want to push the people who are doing great. And you want to either develop the people who are not or, in a worst case, they need to be somewhere else.

When you hire someone, you are investing in them.

If people can spot talent rather than the talent having to come to us, then I think you might find that the quality of stuff goes up.

Most companies are very quick to hire and slow to fire, when really it should be the other way around.

HR should be every company's killer app. What could possibly be more important than who gets hired?

Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity of the organization.

Human resources are the most valuable assets the world has. They are all needed desperately.

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.

Strong succession planning is a critical element of all the Johnson enterprises.

There are no more holes in my management lineup.

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

You have to take care of your guys. If a guy underperforms, you get rid of him. If a guy overperforms, you take care of him.

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.

Often, organizations don't know how good they have it with a player or coach.

My job is to get the very best people we can.

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

You'd like to transition with continuity, have people in your own organization rise up and continue forward, whether in coaching or personnel or players.

My job as a manager is to get the best out of your players. Sometimes you get it wrong, and you won't get the response that you want, but we all face that every single day.

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

The whole process to raise stars is very systematic.