A Quote by Anne M. Mulcahy
Employees are a company's greatest asset - they're your competitive advantage. You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company's mission.
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If you want to have the best employees, there really needs to be a vision and a mission. Talent looks for a mission. And if you have the best talent, that's the single biggest competitive advantage any company can have.
A company's employees are its greatest asset and your people are your product
People are lonely. They want company and your book can provide them company and a little bit of hope. And there's nothing wrong with that.
Your employees are your company’s real competitive advantage. They’re the ones making the magic happen-so long as their needs are being met.
I think re-engineering or restructuring or downsizing or rightsizing or whatever you want to call it, it's basically firing, has gone way too far. Employees, as I've talked to them across the country, feel that they are not respected, they are not valued, they are worried about their jobs. They simply feel that the company is no longer loyal to them. Why should they be loyal to the company, they ask me. Why should I go the extra mile? Why should I care?
Your employer is the last person you should want to provide for your healthcare, from a privacy, financial, and value standpoint. Employees with families should get the family, meaning spouses and children, off the company plan. In most cases, that will save them money.
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.
If you were the boss of a company and some of the employees of your company were known to sexually abuse children, you would fire them instantly.
The greatest competitive advantage is to allow your employees to be part of something. Something bigger than what you're doing.
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.
A mere 7% of employees today fully understand their company's business strategies and what's expected of them in order to help achieve company goals.
I never said that I wanted to be the only company, is it my fault that I ran my company well? Wouldn't you want the best for your company? Also consider that I started of small.
If the only common thread you have as an industrial company is the fact that you think you're well managed, you can still be a pretty good company, but you're not going to be a dominant company, a competitive company over time.
If your cash is about to run out, you have to cut your cash flow. CEOs have to make those decisions and live with them however painful they may be. You have to act and act now; and act in the best interest of the company as a whole, even if it means that some people in the company who are your best friends have to work somewhere else.
If you work at an insurance company that sells premiums you wouldn't even sell to your mother, how happy would you feel to work there? It's going to eat you up. It might last a few years, but it doesn't attract the best people, and it certainly doesn't create the energy and engagement you need to be a long-term performing company.
It is natural for a young fellow to like the acquaintance of females and customary for him to keep them company when occasion serves. Some one of them is more agreeable to him than the rest; there is something, he knows not what, pleases him, he knows not how, in her company. This I take to be what is called love with the greatest part of us.
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