Employees Quotes

“Somebody once said that in looking for people to hire, you look for three qualities: integrity, intelligence, and energy. And if you don’t have the first, the other two will kill you. You think about it; it’s true. If you hire somebody without [integrity], you really want them to be dumb and lazy.”
― Warren Buffett

“Low employee engagement is a symptom of a suboptimal workplace culture”
― Hanna Hasl-Kelchner, Seeking Fairness at Work: Cracking the New Code of Greater Employee Engagement, Retention & Satisfaction

“Resources are hired to give results, not reasons.”
― Amit Kalantri, Wealth of Words

“Actually, [Wax] said, we came here because we needed someplace safe to think for a few hours."
Ranette: "Your mansion isn't safe?"
Wax: "My butler failed to poison me, then tried to shoot me, then set off an explosive in my study"
Ranette: "Huh.... You need to screen these people better, Wax.”
― Brandon Sanderson, The Alloy of Law

“I have always believed that the way you treat your employees is the way they will treat your customers, and that people flourish when they are praised.” Sir”
― Sir Richard Branson

“The employed are punished by having to do what they do not love. The self-employed are punished by the opposite.”
― Mokokoma Mokhonoana

“Investors are people with more money than time.
Employees are people with more time than money.
Entrepreneurs are simply the seductive go-betweens.
Startups are business experiments performed with other people’s money.
Marketing is like sex: only losers pay for it.”
“Company culture is what goes without saying.
There are no real rules, only laws.
Success forgives all sins.
People who leak to you, leak about you.
Meritocracy is the propaganda we use to bless the charade.
Greed and vanity are the twin engines of bourgeois society.
Most managers are incompetent and maintain their jobs via inertia and politics.
Lawsuits are merely expensive feints in a well-scripted conflict narrative between corporate entities.
Capitalism is an amoral farce in which every player—investor, employee, entrepreneur, consumer—is complicit.”
― Antonio García Martínez, Chaos Monkeys: Obscene Fortune and Random Failure in Silicon Valley

“Employers pay with their money for what employees have paid for with portions of their lives.”
― @Mokokoma Mokhonoana

“Treat your employees like they make a difference, and they will.”
― Dax Bamania

“Empowered employees with a clear understanding of the vision are the ones who will put it into action and make it a success.”
― Hendrith Vanlon Smith Jr.

“Most employees are like interchangeable machine parts. When they show up to work, there is no trace of the person they replaced, and then they leave, they make no lasting impression and it's as if they were never there.”
― Jarod Kintz, A Memoir of Memories and Memes

“Companies are living creatures. They have their personas, a company can be vibrant, can be old & stubborn, can be adventurous & risk taker, it can be anything & everything, depending on its employees & the management profound believes of growth & organizational justice”
― Sally El-Akkad

“If only managers understand how much they touch their team lives, comfort, satisfaction, job security, & talent development, they might reconsider their actions…

Leaders should be a force for good!”
― Sally El-Akkad

“As in other industries, the recruitment process has become a lot easier (cheaper) for employers and a lot more expensive for would be employees. A demo with a new sound or a solid audition isn’t good enough. Artists are now expected to arrive with a market-ready brand and audience, saving their corporate overlords the makeover expense. Building a brand is no longer the purview of slick besuited experts; it’s the individual responsibility of every voice that wants to “make it.”
― Malcolm Harris, Kids These Days: Human Capital and the Making of Millennials

“Employee Experience (EX) is still not embedded into the majority of daily operations. If we correlate EX to User Experience (UX) or Customer Experience (CX) there is much of the holistic picture missing.”
― Ines Garcia, Sustainable Happy Profit

“Improving employee happiness raises sales by 37%, productivity by 31% and accuracy of task completion by 19%.”
― Ines Garcia, Sustainable Happy Profit

“Companies with a culture of employee recognition, where employees feel that their contributions matter, perform better and have less employee turnover than those that don’t.”
― Ines Garcia, Sustainable Happy Profit

“To become more aware of this behavioral tendency, we need to observe and acknowledge how sustainable performance is rewarded; find out what are the consistency of practices and how real is the dimension of organizational values against its daily operations?”
― Ines Garcia, Sustainable Happy Profit

“Think about management to support rather than dictate. Be there to serve, to unblock obstacles, not to tell people what to do and how to do it.”
― Ines Garcia, Sustainable Happy Profit

“Create a movement, a cause, a revolution for your employees to work towards, instead of a company to work for.”
― Ted Rubin

“Employees are the heart of any company; nurturing their growth leads to a flourishing organization.”
― Dax Bamania

“Employees who feel supported and appreciated are more likely to go above and beyond for their organization.”
― Dax Bamania

“The most successful startups are those that are able to balance the needs of their customers, employees, and investors, while staying true to their vision and values.”
― Justin Ho Guo Shun, The Art and Science of Startup

“William Coyne headed research and development at 3M—the company behind Ace bandages, Post-it notes, Scotch tape, and other inventions—for over a decade. Shortly after retiring, Coyne spoke to a group of hundreds of executives about innovation at 3M and his own management style. He said he’d started at 3M as a researcher and learned firsthand how well-meaning but nosy executives who proffer too many questions and suggestions can undermine creative work. So when he became head of R&D, he was determined to allow his teams to work for long stretches, unfettered by intrusions from higher-ups. Coyne understood his colleagues’ curiosity; if successful, an R&D project could generate millions in new revenue. But he limited their interference (and his own) because, he said, “After you plant a seed in the ground, you don’t dig it up every week to see how it is doing.”
― Robert I. Sutton

“...executives are often insulated from the scale and variety of problems faced by junior employees. Even when senior leaders try to seek out information, most employees put on a brave face because they’re afraid to show weakness or vulnerability. Top leaders are further handicapped by their own psychology: Research shows that power reduces empathy, which means they identify less with both the frontline employees’ challenges and the middle managers who must deal with these issues daily.”
― Heidi K. Gardner

“Busyness is not business, because one can be busy transacting nothing.”
― Utibe Samuel Mbom, Your Clients and You

“Business first; benefits last.”
― Utibe Samuel Mbom, Your Clients and You

“When frustrations rise and morale declines, becoming the new norm, it creates an opportunity for employees to leave the organization.”
― Sasha Laghonh

“Work, thence identified as consistent, indefinite and systematic remunerative labor, foists its demands upon the employee and not the employer.”
― J. Phillip Johnson, The Invention of Work

“Employers conversely view the work of their employees, and the employees themselves, as a thing that belongs to them as a personal possession. This extends beyond some notion that workers have sold their labor or their “time” to the employer. Employers in practice completely own a worker during a designated period of work, and measure this ownership according to time. This is why time is managed and not the quantity or quality of tasks completed. The manner by which time is managed is similar to inventory management. When a worker fails to offer himself up for the designated hours, even despite the possibility of circumstances outside his control, the worker is expected to “make up” the time lost, much like reparations paid to an employer for stolen goods. Employers handle “lost hours” as part of loss prevention for physical products. The worker’s skills, ignobly called “human capital,” comports to an employer’s existing technologies for this reason: workers themselves become capital, and capital supports other capital through modification.”
― J. Phillip Johnson, The Invention of Work