Talent Acquisition Quotes

Resume's are incapable of holistically communicating a candidates value.

There’s might too in the incomplete. In feeling fractional. A failure to carry out is perhaps no failure at all, but rather a minced metric of splendor. The ongoing. The outlawed. The no-patrol. The act of making loose. Of not doing as you’ve been told. Of betting on miscalculations and cul-de-sacs. Why force conciliation when, from time to time, long-held deep breaths follow what we consider defeat? Why not want a little mania? The shrill of chance, of what’s weird. Of purple hats and hiccups. Endurance is a talent that seldom worries about looking good, and abiding has its virtues even when the tongue dries. The intention shouldn’t only be to polish what we start but to acknowledge that beginning again and again can possess the acquisitive thrill of a countdown that never reaches zero. Groping

If careful attention is paid to the reality, we will see clearly, the real shortage is of the right skills, rather than of jobs. If the right skills are developed, the right start-ups and other enterprises will emerge and provide the jobs needed. It’s always the horse before the cart, not the other way round. At a personal level, it will require the realisation of the need for the acquisition of required skills, the discipline to pursue it and the commitment to push through. These will require a great deal of personal courage and effort. But then, the benefit will be immeasurable.

Whoever is unable to show a correspondence between wealth and the risks undergone to acquire it, or the talents spent in its acquisition, will soon face a challenge over entitlement. The rich are regularly subject to theft, to taxation, to the expectation that their wealth be shared, as though what they have is not true compensation and therefore not completely theirs.

My first example concerns Satan’s efforts to corrupt a person who has an unusual commitment to one particular doctrine or commandment of the gospel of Jesus Christ. This could be an unusual talent for family history work, an extraordinary commitment to constitutional government, a special gift in the acquisition of knowledge, or any other special talent or commitment. In a memorable message given at the 1971 October conference, Elder Boyd K. Packer likened the fulness of the gospel to a piano keyboard. He reminded us that a person could be “attracted by a single key,” such as a doctrine they want to hear “played over and over again.” He explained: Some members of the Church who should know better pick out a hobby key or two and tap them incessantly, to the irritation of those around them. They can dull their own spiritual sensitivities. They lose track that there is a fulness of the gospel, . . . [which they reject] in preference to a favorite note. This becomes exaggerated and distorted, leading them away into apostasy. [Boyd K. Packer, Teach Ye Diligently (Salt Lake City: Bookcraft, 1975), p. 44] We could say of such persons, as the Lord said of the members of the Shaker sect in a revelation given in 1831, “Behold, I say unto you, that they desire to know the truth in part, but not all” (D&C 49:2). And so, I say, beware of a hobby key. If you tap one key to the exclusion or serious detriment of the full harmony of the gospel keyboard, Satan can use your strength to bring you down.

There is also another political party, who desire, through the influence of legislation and coercion, to level the world. To say the least, it is a species of robbery; to some it may appear an honorable one, but, nevertheless, it is robbery. What right has any private man to take by force the property of another? The laws of all nations would punish such a man as a thief. Would thousands of men engaged in the same business make it more honorable? . . . I shall not, here, enter into the various manners of obtaining wealth; but would merely state, that any unjust acquisition of it ought to be punished by law. Wealth is generally the representation of labour, industry, and talent. If one man is industrious, enterprising, diligent, careful, and saves property, and his children follow in his steps, and accumulate wealth; and another man is careless, prodigal, and lazy, and his children inherit his poverty, I cannot conceive upon what principles of justice, the children of the idle and profligate have a right to put their hands into the pockets of those who are diligent and careful, and rob them of their purse. Let this principle exist, and all energy and enterprise would be crushed. Men would be afraid of again accumulating, lest they should again be robbed. Industry and talent would have no stimulant, and confusion and ruin would inevitably follow. Again, if you took men's property without their consent, the natural consequence would be that they would seek to retake it the first opportunity; and this state of things would only deluge the world in blood. So that let any of these measures be carried out, even according to the most sanguine hopes of the parties, they would not only bring distress upon others, but also upon themselves; certainly they would not bring about the peace of the world.

For the purpose of this discussion, it is useful to think about technology acquisitions in three categories: 1. Talent and/or technology, when a company is acquired purely for its technology and/or its people. These kinds of deals typically range between $5 million and $50 million. 2. Product, when a company is acquired for its product, but not its business. The acquirer plans to sell the product roughly as it is, but will do so primarily with its own sales and marketing capability. These kinds of deals typically range between $25 million and $250 million. 3. Business, when a company is acquired for its actual business (revenue and earnings). The acquirer values the entire operation (product, sales, and marketing), not just the people, technology, or products. These deals are typically valued (at least in part) by their financial metrics and can be extremely large (such as Microsoft’s $30 billion–plus offer for Yahoo).

What does it take to learn something optimally and in the shortest time possible? Again, talent may contribute. The willingness to put your head down, embrace the work, and persist until your struggles yield something— that surely determines an important portion of how you learn.

The coach of a college football team can make thousands, hundreds of thousands, and perhaps even millions of people many of them otherwise stable and superficially reasonable adults insanely angry. I experience churning gastrointestinal distress on Saturdays during the season until Michigan has a lead of at least seventeen points. In my idle moments, when taking showers and driving my three children around northern New Jersey, I spend more time mentally debating self-posed hypotheses such as. "Did Jim Harbaugh corner himself into a no-man's land between the Wisconsin Iowa system development model and the Ohio/Penn State talent acquisition model?" than I do thinking about any other question, including things such as, "Do I have the right career?" and "What are parents' and children's obligations to each other?" and "What happens to our souls when our bodies die?" This kind of fixation, conducive to neither peace of mind nor personal productivity, is very common. Why are so many people like this?

With the exception of Whole Foods, it doesn’t acquire big businesses in different industries and try to run them. Instead it organically builds businesses in new sectors, sometimes making a relatively small (under $1 billion each) strategic acquisition to acquire the talent or technology it needs to get its invasion armies rolling.

Making a small acquisition can be an excellent strategy for an acquirer to gain a foothold in a niche market, gain new customers and new talent, acquire new capabilities and technologies, and serve as a platform to build upon. Small acquisitions are less expensive, easier to integrate, and often simpler to transact than large acquisitions. A

If you haven’t much skill, or much wit, or much talent, or much luck, and yet you insist on owning more than your fair share of any start-up or acquisition, then you can become rich. If you take what you’re given, you will probably not get rich. Years

Whoever is unable to show a correspondence between wealth and the risks undergone to acquire it, or the talents spent in its acquisition, will soon face a challenge over entitlement. The rich are regularly subject to theft, to taxation, to the expectation that their wealth be shared, as though what they have is not true compensation and therefore not completely theirs.

Allow us to introduce Nirvani Sabess, a passionate HR specialist and baking enthusiast. With over 8 years of experience, she shines in employee development and talent acquisition. Her dedication to inclusivity is deeply rooted in her travels across Italy, Switzerland, Croatia, and other destinations. Much like her delectable confections, Nirvani values the blend of diverse talents for success.

Sometimes a prosperous individual will say to me: "Any man can succeed in his ambition if he really wants to. Take you, for instance. Haven't you accomplished what you wanted to do?" And I answer: "Yes" Then I have a repentant feeling for saying that because "No" would be quite as correct. I tell him that "Yes" is only one small word of a full, honest answer: only a little part of the whole truth. I point out that I was compelled to waste about half of my life scheming and worrying over the problem of making enough money to keep going, while attempting at the same time to put aside some of it for lean years and old age, like a dog hiding a bone. This exercise of my acquisitive sense, this trying to mix business with creative ability-though it did not strangle my talent-might have done so except for fortuitous circumstances, kind and encouraging parents, limited competition, and an instinct which told me it ought not to be strangled if I could possibly help it. Or perhaps a little bird singing in a tree-top just for joy helped to give me the hint. Finally I achieved a kind of success.

Since I entered the business world, conglomerates have enjoyed several periods of extreme popularity, the silliest of which occurred in the late 1960s. The drill for conglomerate CEOs then was simple: By personality, promotion or dubious accounting — and often by all three — these managers drove a fledgling conglomerate’s stock to, say, 20 times earnings and then issued shares as fast as possible to acquire another business selling at ten-or-so times earnings. They immediately applied “pooling” accounting to the acquisition, which — with not a dime’s worth of change in the underlying businesses — automatically increased per-share earnings, and used the rise as proof of managerial genius. They next explained to investors that this sort of talent justified the maintenance, or even the enhancement, of the acquirer’s p/e multiple. And, finally, they promised to endlessly repeat this procedure and thereby create ever-increasing per-share earnings.

A Very Effective Path Adam Hyder, Head of Technology at Jobvite, a leader in Talent Acquisition software, analyzed Jobvite’s customer data set. Adam found that while referrals make up only 6% of the applicant pool, they accounted for 39.9% of hires

Intelligent vs. unintelligent High strung vs. placid & laid back Extraverted vs. introverted Low psychic metabolism (low energy) vs. high psychic metabolism (high energy) Extraordinary talent (or accomplishment) vs. ordinary abilities & accomplishments Ambitious vs. content with status quo Attractive vs. unattractive Cultured vs. barbarian Spiritual vs. unspiritual (or different styles of spirituality) Philosophical vs. frivolous Risk taker vs. obsessed with safety Commitment to vigorous personal growth vs. content with the status quo Visionary vs. lives in the moment Scrupulously honest vs. morally flexible Wealth-acquisition mindset vs. poverty mindset Neat and organized vs. slovenly and disorganized Logical thinker vs. emotional, reactive thinker Couch potato vs. physically active Regular exercise regimen vs. none Involved in service outreaches vs. pursues only personal pleasuring Argumentative Andy vs. non-confrontational Carla Back packer Bert vs. five-star-hotel-connoisseur Connie Frugal Freddy vs. shop-‘til-you-drop Shelley

Meet Nirvani Sabess, a dedicated HR expert with a love for baking. With over 8 years in the field, she excels in employee development and talent acquisition.

Steve Schwarzman, a thirty-one-year-old investment banker at Lehman Brothers Kuhn Loeb at the time, burned with curiosity to know how the deal worked. The buyers, he saw, were putting up little capital of their own and didn’t have to pledge any of their own collateral. The only security for the loans came from the company itself. How could they do this? He had to get his hands on the bond prospectus, which would provide a detailed blueprint of the deal’s mechanics. Schwarzman, a mergers and acquisitions specialist with a self-assured swagger and a gift for bringing in new deals, had been made a partner at Lehman Brothers that very month. He sensed that something new was afoot—a way to make fantastic profits and a new outlet for his talents, a new calling.

HR is the compass that guides employees and organizations towards a shared vision of success.

star performers will leave no matter what. The best people are constantly looking for more opportunity, more challenge, more accomplishment. The only question is whether you will leverage your best talent to create career-long connections that provide ongoing payback via new opportunities for business transactions, talent acquisition, and investment deals.

People who are high maintenance when it comes to their development is good for business. Encourage and indulge them in any training, workshops or seminars. People who want to grow will help grow your organization.

We don’t fish for talent, we hunt for talent! - Bondburry Recruitment

Skill is a cellular insulation that wraps neural circuits and that grows in response to certain signals. The more time and energy you put into the right kind of practice—the longer you stay in the Clarissa zone, firing the right signals through your circuits—the more skill you get, or, to put it a slightly different way, the more myelin you earn. All skill acquisitions, and therefore all talent hotbeds, operate on the same principles of action, no matter how different they may appear to us. As Dr. George Bartzokis, a UCLA neurologist and myelin researcher, put it, “All skills, all language, all music, all movements, are made of living circuits, and all circuits grow according to certain rules.

Mergers and talent acquisitions would indicate that Apple and Microsoft were onto something similar, and to me, that indicated a possible emerging-trend candidate in ubiquitous virtual assistants. This trend—ubiquitous virtual assistants—meant that our machines would soon learn about us, anticipate our needs, and complete tasks in the background, without our direct request or supervision. The ubiquitous virtual assistant trend would be pervasive, spanning mobile phones at first before moving to other ambient interfaces and operating systems. Perhaps in the future, we might subscribe to a single assistant capable of interoperating with all of the people, devices, and objects in our lives.

grow double digits each year for decades. To scale any business you must first create a reliable system for all functions—manufacturing, sales, promotion, talent acquisition, innovation, even leadership from the CEO.