HR Quotes

When we learn something from each other, we're formed by the experience.... we are authors of each other. - Doc Searls 

“I just don’t like quotas in the boardroom or in the office. Winning companies are meritocracies. They practice differentiation, making a clear distinction between top, middle and bottom performers. This system is candid and fair, and it’s the most effective way for an organization to field the best team.” – Jack Welch, Winning, Pg 346 

“First and most obvious, bring out the three old warhorses of

competition – cost, quality, and service – and drive them to new levels, making every person in the organization see them for what they are, a matter of survival.” – Jack Welch, Winning, Pg 342 

“It’s always my weakest people who want the most flexibility from the company. That’s frustrating – to put it mildly.” – HR Director in NY quoted by Jack Welch, Winning, Pg 330 

“Not surprisingly, work-life moaners tend to be a phenomenon of below-average performers.” – Jack Welch, Winning, Pg 330

“You know the type. They bank vacation days. They hand in slips of paper noting how many half-days or holidays they’ve worked. They remind bosses and colleagues of company policies regarding overtime. They are little technocrats who show time and time again that they are not working for fun or the passion to win. They’re just logging hours.” – Jack Welch, Winning, Pg 328 

“So every time you think about your work-life balance issue, remember what your boss is thinking about – and that’s winning. Your needs may get heard – and even successfully resolved – but not if the boss’s needs aren’t

met as well.” – Jack Welch, Winning, Pg 323 

“The fact is: work-life balance concerns are actually a luxury – “enjoyed” largely by people who are able to trade time for money, and vice versa.” – Jack Welch, Winning, Pg 320 

“bosses want to win – that’s what they’re paid for. And that’s why they want all of you – your brain, your body, your energy, and your commitment. After all, they have a big game to win, and they can’t do that effectively with absentee players – in particular, if the other team draws its players from countries like India and China,

where work-life balance is not exactly a cultural priority.” – Jack Welch, Winning, Pg 320 

“In any business situation, seeing yourself as a victim is completely self-defeating. And when it comes to your career, it’s an attitude that kills all your options – it can even be the start of a career death spiral.” – Jack Welch, Winning, Pg 301 

“it is very, very hard to get ahead without being a positive person because, very simply, no one likes to work under or near a dark cloud. Even if the “cloud” is very smart.” – Jack Welch, Winning, Pg 294 

“I still believe the business media is such a good teacher that I am always amazed when I meet a young person who doesn’t just consume it.” – Jack Welch, Winning, Pg 293 

“As I’ve said, the first and best way to get noticed is with results.” – Jack Welch, Winning, Pg 290 

“The point is: Don’t make your boss ask the perfect question to get information from you. If you want your character to stand up for you and make life easier for your boss, open up and tell it like it is.” – Jack Welch, Winning, Pg 287 

“Take lack of candor. … I’m not talking about boldface lying, but a tendency to withhold information. That behavior is far more common, and it frustrates teams and bosses to no end.” – Jack Welch, Winning, Pg 286 

“If exceeding expectations is the most reliable way to get ahead, the most reliable way to sabotage yourself is to be a thorn in your organization’s rear end.” – Jack Welch, Winning, Pg 282 

“Think of a merger as a huge talent grab – a people opportunity that would otherwise take years of

searching … Make the tough calls and pick the very best – whatever side they’re on.” – Jack Welch, Winning, Pg 237 

“Compensation for individuals is not linked to performance against budget. It is linked primarily to performance against the prior year and against the competition, and takes real strategic opportunities and obstacles into account.” – Jack Welch, Winning, Pg 198 

“When it’s time to let someone go, do it right. No surprises. No humiliation.” – Jack Welch, Winning, Pg131 

“there are three main ways managers get firing wrong – moving too fast, not using enough candor, and taking too long.” – Jack Welch, Winning, Pg 124 

“If you want to manage people effectively, help them by making sure the org chart leaves as little as possible to the imagination. It should paint a crystal-clear picture of reporting relationships and make it patently obvious who is responsible for what results.” – Jack Welch, Winning, Pg 115 

“You can never be afraid of your stars; they can’t hold a company

hostage.” – Jack Welch, Winning, Pg 111 

“Companies cannot promise their people lifetime employment. Global competition is too fierce and economic cycles too frequent for any such guarantees. But they can promise their people every chance for employability – skills that will make them more attractive if they are forced to part ways.” – Jack Welch, Winning, Pg 109 

“If you’ve hired the right people, they will want to grow. … A good PR person will want to learn how to communicate more effectively on the web.” – Jack Welch, Winning,

Pg 108 

“How many of you have received an honest, straight-between-the-eyes feedback session in the past year, where you came out knowing exactly what you have to do to improve and where you stand in the organization?” – Jack Welch, Winning, Pg 104 

“the best HR people are a kind of hybrid: one part pastor, who hears all sins and complaints without recrimination, and one part parent, who loves and nurtures, but gives it to you fast and straight when you’re off track.” – Jack Welch, Winning, Pg 102 

“To manage people well, companies should … Elevate HR to a position of power and primacy in the organization, and make sure HR people have the special qualities to help managers build leaders and careers.” – Jack Welch, Winning, Pg 98 

“The key is: Listen closely. Get in the candidate’s skin. Why a person left a job or jobs tells you more about them than almost any other piece of data.” – Jack Welch, Winning, Pg 96