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Hr quotes
Hr quotes
Hr quotes
Hr quotes
Hr quotes
Hr quotes
Hr quotes
Hr quotes
Hr quotes
Hr quotes
Hr quotes
Hr quotes
Hr quotes
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Hr quotes

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Hr quotes

Hr quotes

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  • 1. HR QuotesWhen we learn something fromeach other, were formed by theexperience.... we are authors ofeach other. - Doc Searls“I just don’t like quotas in theboardroom or in the office. Winningcompanies are meritocracies. Theypractice differentiation, making aclear distinction between top,middle and bottom performers.This system is candid and fair, andit’s the most effective way for anorganization to field the bestteam.” – Jack Welch, Winning, Pg346“First and most obvious, bring out
  • 2. the three old warhorses ofcompetition – cost, quality, andservice – and drive them to newlevels, making every person in theorganization see them for whatthey are, a matter of survival.” –Jack Welch, Winning, Pg 342“It’s always my weakest peoplewho want the most flexibility fromthe company. That’s frustrating –to put it mildly.” – HR Director inNY quoted by Jack Welch, Winning,Pg 330“Not surprisingly, work-lifemoaners tend to be a phenomenonof below-average performers.” –
  • 3. Jack Welch, Winning, Pg 330“You know the type. They bankvacation days. They hand in slipsof paper noting how many half-days or holidays they’ve worked.They remind bosses and colleaguesof company policies regardingovertime. They are littletechnocrats who show time andtime again that they are notworking for fun or the passion towin. They’re just logging hours.” –Jack Welch, Winning, Pg 328“So every time you think aboutyour work-life balance issue,remember what your boss isthinking about – and that’s
  • 4. winning. Your needs may get heard– and even successfully resolved –but not if the boss’s needs aren’tmet as well.” – Jack Welch,Winning, Pg 323“The fact is: work-life balanceconcerns are actually a luxury –“enjoyed” largely by people whoare able to trade time for money,and vice versa.” – Jack Welch,Winning, Pg 320“bosses want to win – that’s whatthey’re paid for. And that’s whythey want all of you – your brain,your body, your energy, and yourcommitment. After all, they have abig game to win, and they can’t do
  • 5. that effectively with absenteeplayers – in particular, if the otherteam draws its players fromcountries like India and China,where work-life balance is notexactly a cultural priority.” – JackWelch, Winning, Pg 320“In any business situation, seeingyourself as a victim is completelyself-defeating. And when it comesto your career, it’s an attitude thatkills all your options – it can evenbe the start of a career deathspiral.” – Jack Welch, Winning, Pg301“it is very, very hard to get aheadwithout being a positive person
  • 6. because, very simply, no one likesto work under or near a dark cloud.Even if the “cloud” is very smart.”– Jack Welch, Winning, Pg 294“I still believe the business mediais such a good teacher that I amalways amazed when I meet ayoung person who doesn’t justconsume it.” – Jack Welch,Winning, Pg 293“As I’ve said, the first and best wayto get noticed is with results.” –Jack Welch, Winning, Pg 290“The point is: Don’t make your
  • 7. boss ask the perfect question toget information from you. If youwant your character to stand up foryou and make life easier for yourboss, open up and tell it like it is.”– Jack Welch, Winning, Pg 287“Take lack of candor. … I’m nottalking about boldface lying, but atendency to withhold information.That behavior is far more common,and it frustrates teams and bossesto no end.” – Jack Welch, Winning,Pg 286“If exceeding expectations is themost reliable way to get ahead, themost reliable way to sabotageyourself is to be a thorn in yourorganization’s rear end.” – Jack
  • 8. Welch, Winning, Pg 282“Think of a merger as a huge talentgrab – a people opportunity thatwould otherwise take years ofsearching … Make the tough callsand pick the very best – whateverside they’re on.” – Jack Welch,Winning, Pg 237“Compensation for individuals isnot linked to performance againstbudget. It is linked primarily toperformance against the prior yearand against the competition, andtakes real strategic opportunitiesand obstacles into account.” – JackWelch, Winning, Pg 198
  • 9. “When it’s time to let someone go,do it right. No surprises. Nohumiliation.” – Jack Welch,Winning, Pg131“there are three main waysmanagers get firing wrong –moving too fast, not using enoughcandor, and taking too long.” –Jack Welch, Winning, Pg 124“If you want to manage peopleeffectively, help them by makingsure the org chart leaves as littleas possible to the imagination. Itshould paint a crystal-clear picture
  • 10. of reporting relationships and makeit patently obvious who isresponsible for what results.” –Jack Welch, Winning, Pg 115“You can never be afraid of yourstars; they can’t hold a companyhostage.” – Jack Welch, Winning,Pg 111“Companies cannot promise theirpeople lifetime employment. Globalcompetition is too fierce andeconomic cycles too frequent forany such guarantees. But they canpromise their people every chancefor employability – skills that willmake them more attractive if they
  • 11. are forced to part ways.” – JackWelch, Winning, Pg 109“If you’ve hired the right people,they will want to grow. … A goodPR person will want to learn how tocommunicate more effectively onthe web.” – Jack Welch, Winning,Pg 108“How many of you have receivedan honest, straight-between-the-eyes feedback session in the pastyear, where you came out knowingexactly what you have to do toimprove and where you stand inthe organization?” – Jack Welch,Winning, Pg 104
  • 12. “the best HR people are a kind ofhybrid: one part pastor, who hearsall sins and complaints withoutrecrimination, and one part parent,who loves and nurtures, but givesit to you fast and straight whenyou’re off track.” – Jack Welch,Winning, Pg 102“To manage people well,companies should … Elevate HR toa position of power and primacy inthe organization, and make sureHR people have the specialqualities to help managers buildleaders and careers.” – Jack Welch,Winning, Pg 98
  • 13. “The key is: Listen closely. Get inthe candidate’s skin. Why a personleft a job or jobs tells you moreabout them than almost any otherpiece of data.” – Jack Welch,Winning, Pg 96

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