You can never have enough talent.
I believe it's important that we ensure that the police have a modern and flexible workforce. I think that's what is necessary, so that they can provide the public with the service that they want.
I was the personnel director there with the Cowboys.
Personnel is policy.
The reality is, for small businesses, there really aren't HR systems. Small businesses are rolling their own.
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.
Service of any type requires preparation.
The quickest way to grow the sales of your business is to grow your people.
I've met with a group of very distinguished, experienced police chiefs a few weeks ago. They admit it's an issue. They've got a lot of concerns.
A leader's most important decisions are about people. Who do you put in which jobs? How long do you leave them in a job?
I don't think I can coach.
Skills acquisition is really at the heart of what it means to learn.
It's counterintuitive to take a long time to hire someone, but it will save you enormous amounts of time and money later. Our biggest mistakes in hiring stem from speed.
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.
We have a terrific team, and our managers are terrific managers, but we have made it too complicated for them and too complicated in a way that they just can't do an excellent job in many cases when it comes to the customer experience.
In all our businesses, we are out to build local capability in four basic aspects - product line, manufacturing and supply chain, the service team, and the financing and investment capability.
One of our six key strategic priorities was the reinforcement of all professional staffing and solutions business.
One of the things we often miss in succession planning is that it should be gradual and thoughtful, with lots of sharing of information and knowledge and perspective, so that it's almost a non-event when it happens.
We will also have a more rigorous approach to professional development and managing unsatisfactory performance.
The only thing worse than losing an employee you have trained is keeping an employee you haven't trained.
No matter how you hire, ensuring the systems are in place to manage the process will be critical in allowing you to find the right people to carry the standards you set. Don't neglect that duty!
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.
I've managed stations.
I am still young and being the [England] squad is really good for me although I've still got a lot to learn.
And what I'm interested in is investing in people.
