Steve Jobs has a saying that A players hire A players; B players hire C players; and C players hire D players. It doesn't take long to get to Z players. This trickle-down effect causes bozo explosions in companies.
We just want to have great people working for us.
On the manufacturing side, surfing was a lot harder than sailing. You had to find guys who could shape, who could glass, and you're looking for good people among all these surfers, you know. Keeping the quality up was always a problem.
If we're not creating an educated and skilled workforce, there is just no conceivable way that were going to be economically competitive.
A merit-based system will reward great public servants, and getting rid of the shirkers will improve morale and the pride of our federal workers. It will attract better workers to run our agencies.
Let's start with a basic question: Do we, as a country, want our most highly qualified employees from the private sector to pursue public service? The answer, I would imagine, should be yes.
People are definitely a company's greatest asset. It doesn't make any difference whether the product is cars or cosmetics. A company is only as good as the people it keeps.
The capability of the nation's workforce is a national security matter.
Tampa Electric has used apprenticeships since 1978 to make sure its workforce is the best in the business - trained, prepared, and productive. Apprenticeships improve its bottom line and give the company a competitive advantage.
We have the hardest working people in the world, the most adaptable and the most congenial to employ.
Certain people are just saying, 'Look, I'm a businessperson and I have to run a business effectively and I want people who are going to do the job, who have the training and the education and the personality traits - the soft skills.'
Get the best people and train them well.
My biggest fear is that we [Unilever company] at one point in time will not be able to attract the best and brightest [workers]. I don't worry so much about the business, the strategy. If we can continue to attract the best, I know they will ultimately figure out how to run the company in a very tough environment.
No economy can succeed without a high-quality workforce, particularly in an age of globalization and technical change.
By and large, talent is in such short supply that mediocrity can be taken for brilliance rather more than genius can go undiscovered.
When I'm out hustling up new industries, I can offer Louisiana's many selling points. We have unmatched natural resources, a unique culture and fantastic workers.
American workers are first rate.
We are not going to have a situation where our education spending goes back to its lowest level since the year 2000 despite a larger population and more kids to educate. We know that the single most important thing in terms of how well we can compete around the world is the quality of our workforce. We can't do that to our kids.
One great worker equals three not-so-great workers, so it's worth paying terrific people not just for today but to find people that we think have upward mobility to become tomorrow's leaders.
The best way to build the best workforce is to focus on the largest talent pool you have.
Maryland is home to one of the world's most highly skilled, highly educated workforces.
If an enterprise does not aspire to be the best of its kind, it will attract second-rate employees, and it will be soon forgotten.
You can have all the capabilities; if you don't have the quality people, you don't have much.
Population is a strong driver of the economy as well as the quality of the labor force.
Kids go to school; we develop them at school. We develop them later on in the workplace so that we get better quality individuals, so that we get less people that are dependent or get into problems.
