Aneel Bhusri 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.

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.

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

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

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.

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.

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.

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.

I was the personnel director there with the Cowboys.

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.

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.

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.

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

We talk a lot in Silicon Valley about product pipelines and sales pipelines, but what about talent pipelines? It is, after all, talent - people - who give us products to sell.

One of our six key strategic priorities was the reinforcement of all professional staffing and solutions business.

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

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.

The healthiest companies are always characterized by organic talent development.

I think one of the main challenges that the World Bank faces is creating an organizational structure that doesn't get in the way of its staff. We have fantastic staff. People told me as I was coming into the organization that the greatest asset of the World Bank Group is its staff, and I think there's no question that that's the case.

The best way to be productive is to have a great team. So I spend more time than most CEOs on human resources. That's 20 percent of my week.

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

Employees are a company's greatest asset - they're your competitive advantage. You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company's mission.