Quotes About Employees

All those articles that scold Millennials for their supposed entitlement? Forget them. Millennials are great employees.

Misconceptions of business are almost inevitable in a society where most people have neither studied nor run businesses. In a society where most people are employees and consumers, it is easy to think of businesses as "them" – as impersonal organizations, whose internal operations are largely unknown and whose sums of money may sometimes be so huge as to be unfathomable.

You mean," Sylvia interrupted, "something that floats around aimlessly? With no mind? No purpose?" "Well. Yeah." "Wow," she said in true awe. "The stars could be filled with government employees." Dusty

Organizations can't change their culture unless individual employees change their behavior—and changing behavior is hard.

The store was filled with hollow-eyed people standing in line: at the sandwich counter, at the soda fountain, at the register. All of them waiting, waiting, their hands full of candy, chips, cups of coffee, money. It was like purgatory, with snacks. Not just the customers; the employees, too. They worked the registers, squirted ketchup on hot dogs, piled limp lettuce onto flaccid lunch meat and waited for it to be over, waited until they could go home.

the happiest, most passionate employees are not those who followed their passion into a position, but instead those who have been around long enough to become good at what they do. On reflection, this makes sense.

In Wrzesniewski's research, the happiest, most passionate employees are not those who followed their passion into a position, but instead those who have been around long enough to become good at what they do.

the happiest, most passionate employees are not those who followed their passion into a position, but instead those who have been around long enough to become good at what they do.

The hardest thing was launching 'OK!' magazine; the easiest thing was Channel 5. 'The Express' was my defining moment because our turnover was less than £100m with 150 employees.

Who comes first? Don't be silly, says King Hal; it's employees. That is - and this dear Watson, is elementary - if you genuinely want to put customers first, you must put employees more first.

I am somewhat surprised to have employees.

Growing companies need commercial space, and their employees need to live nearby.

Courtesy" and "Service" are the watchwords of merchandising today, and apply to the person who is marketing personal services even more directly than to the employer whom he serves, because, in the final analysis, both the employer and his employees are EMPLOYED BY THE PUBLIC THEY SERVE.

Artisans, say, taxi drivers, prostitutes (a very, very old profession), carpenters, plumbers, tailors, and dentists, have some volatility in their income but they are rather robust to a minor professional Black Swan, one that would bring their income to a complete halt. Their risks are visible. Not so with employees, who have no volatility, but can be surprised to see their income going to zero after a phone call from the personnel department. Employees' risks are hidden.

About 80 percent of the NSA's total body count are actually employees of various consultancy firms, because that way they don't show up on the org chart. Their remaining internal managers can point to the black boxes that do the job and sneer, "Employees? We don't have no steenking employees!" (Tell that to Edward Snowden.)

Intuit's mission, values, and culture of innovation set us apart as a great place to work. Our 8,000 employees are innovators and entrepreneurs that are inspired by the important work they do that is delighting customers and improving the financial lives of millions of people.

Since Charles Dolan founded Cablevision in 1973, the Dolan family has been honored to help shepherd our customers and employees through the most extraordinary communications revolution in modern history.

We will downsize the government, motivate excess employees to become entrepreneurs, and increase the pay of a lean and mean bureaucracy.

En una economía coordinada por los precios, los empleados y los acreedores insisten en que se les pague, independientemente de si los administradores o los propietarios hayan cometido errores. Esto significa que las empresas capitalistas pueden cometer muy pocos errores y durante muy poco tiempo, bajo el riesgo de detener su actividad, o de ser obligadas a ello, ya sea por la incapacidad de conseguir el trabajo y los insumos que necesitan, o por quiebra.

Even though medicine is all about facts and data, the driving force of what engages people (employees, investors, customers) is the human story behind what we're doing. Again and again we have found that crafting it into human terms is the most effective way to engage those three groups.

As growth-minded leaders, they start with a belief in human potential and development—both their own and other people's. Instead of using the company as a vehicle for their greatness, they use it as an engine of growth—for themselves, the employees, and the company as a whole.

From the very first time I talked to Safeco employees, I said the reality was expenses were too high and the reality is two-thirds of our expenses are people, so the reality is there will be effects on people.

The ultimate proof of confidence for a small-business owner is, are they hiring employees?

If you're constantly making business decisions on behalf of your investors first, ultimately you're going to wear down your other stakeholders. It's going to be potentially hurtful for your employees and your customers and the community you do business with.