Quotes About Hiring

If we're struggling with trust issues, it means we made a poor hiring decision. If a team member isn't producing good results or can't manage their own schedule and workload, we aren't going to continue to work with that person. It's as simple as that. We employ team members who are skilled professionals, capable of managing their own schedules and making a valuable contribution to the organization. We have no desire to be babysitters during the day.

The bottom line is that you shouldn't hire people you don't trust, or work for bosses who don't trust you.

A lot of companies post help-wanted ads seeking "rock stars" or "ninjas." Lame. Unless your workplace is filled with groupies and throwing stars, these words have nothing to do with your business.

The right time to hire is when there's more work than you can handle for a sustained period of time.

Geography just doesn't matter anymore. Hire the best talent, regardless of where it is.

right—premature hiring is the death of many companies.

When you hire someone with a strong work ethic, who shares your values and fits your culture, you don't need a lot of rules or bureaucracy," he says. "All the rules you find inside most companies are there for the two percent of all people who don't do the right thing, and in the process of having rules for them they adversely affect the other ninety-eight percent of all people who don't need rules. It's a lot easier to not hire those two percent.

a vast gulf separates a great leader from a very good manager. Accomplished and skilful managers can be hired by the truckload. Leaders are the rarest of commodities. So, here is what I learned about the character of one leader–the man who used to wear a jacket bearing the initials 'AF'.

In order to build a great technology company, you have to hire lots of incredibly smart people. It's a total waste to have lots of big brains but not let them work on your biggest problems.

The advice I used to give to engineers I hired was, 'Don't eat the pizza.' Sometimes when you walk into these high-pressure environments, it's, like, doughnuts everywhere and all these little cakes.

Buying an aggregator and calling it a content play is a little like a company's announcing plans to improve its cash position by hiring a counterfeiter.

If you want to hire the best people, the best people are already doing pretty impressive things. They have their life plans, their picture for what they want to be doing. To figure out a way in which those trajectories align really takes time.

Every time I can find another engineer to add to the Chrome OS platform, I'm going to hire him.

I'm often accused of hiring people with civil rights experience, and I do plead guilty to that.

There's so many gatekeepers to getting in front of showrunners or executives. If we pull those middlemen out, and we get women in rooms with the executives, the people hiring, it seems to break down barriers. Because they can no longer say, 'There just aren't any women to hire,' when you're surrounded by fifty of them.

Challenges keep evolving as you move into different stages. When you are at a prototype stage, it's about getting that sustenance money. Then, talent becomes an issue; your early hires are difficult to get when you aren't too big. Later, it's about handling growth; then, you have competition.

hay un área en las que usted debe meterse y hacer buena parte de trabajo por sí mismo es el proceso de contratación.

Hacer contrataciones a las carreras casi nunca sale bien y contratar a la persona equivocada puede ser muy perjudicial para su equipo. Más vale funcionar con escasez de personal durante un tiempo.

One way to salvage the Becker conjecture is to argue that CEOs, coaches, and other managers who are hired because they have a broad range of skills, which may not include analytical reasoning, could simply hire geeks who would deserve to be members of Becker's 10% to crunch the numbers for them. But my hunch is that as the importance of a decision grows, the tendency to rely on quantitative analyses done by others tends to shrink.

I am convinced that nothing we do is more important than hiring and developing people. At the end of the day you bet on people, not on strategies.

We treat employees as a member of the family. If management take the risk of hiring them, we have to take the responsibility for them.

When you are appointed to head an office in the Ogilvy & Mather chain, I send you one of these Russian dolls. Inside the smallest you will find this message: 'If each of us hires people who are smaller than we are, we shall become a company of dwarfs, but if each of us hires people who are bigger than we are, Ogilvy & Mather will become a company of giants.' With

When someone is made the head of an office in the Ogilvy & Mather chain, I send him a Matrioshka doll from Gorky. If he has the curiosity to open it, and keep opening it until he comes to the inside of the smallest doll, he finds this message: If each of us hires people who are smaller than we are, we shall become a company of dwarfs. But if each of us hires people who are bigger than we are, we shall become a company of giants. Even

If each of us hires people who are smaller than we are, we shall become a company of dwarfs, but if each of us hires people who are bigger than we are, Ogilvy & Mather will become a company of giants.