Quotes of All Topics . Occasions . Authors
Nothing kills your company's culture like layoffs.
We've had no broad-based layoffs at Hearst during my time.
If you really want to kill morale, have layoffs every two months for the next two years.
Things are bad in 2001 at Yahoo. There's been layoffs, restructuring, lots of people left.
There's ups and downs with boxing, layoffs are part of the sport and they can either help or hurt a guy.
One way to reduce the need for layoffs would be to cut back on hours, spreading the available work among more employees.
I believe our schools will actually get better if layoffs are done carefully, such that only the very worst teachers are let go.
Mass layoffs produce big winners and losers. Most workers who remain are financially unscathed, even though their employer is struggling.
But I don't want massive layoffs of anyone - public or private. We are planning on shrinking government through attrition and reform, not through random pink slips.
I think the state has some serious problems. Just look at the layoffs going on across the state, not just in Chicago. It affects the middle class. It pushes people down.
Today's business and health care climate may not be pleasant. Cutbacks, pay cuts and layoffs do not make anyone's job easy. But that does not mean that the humor need stop.
Globalization has created this interlocking fragility. At no time in the history of the universe has the cancellation of a Christmas order in New York meant layoffs in China.
At my job, my manager had a massive heart attack; we had layoffs. It made me realize that nothing is certain, nothing is for sure, and if I'm going to make a move, I gotta make a move now.
Most companies that go through layoffs are never the same. They don't recover because trust is broken. And if you're not honest at the point where you're breaking trust anyway, you will never recover.
Usually when there are a lot of layoffs, like in 2008 and 2009, business creation tends to spike. But that didn't happen right away, partly because people trying to start a business couldn't get credit.
Women in finance bore the brunt of layoffs more than their male counterparts during the Great Recession in 2008 and were also more likely to have been in back office jobs that were replaced by computers.
Pension reform can be hard to talk about. In the long run, reform now means fewer demands for layoffs and less draconian measures in the future. It's in the best interest of all Californians to fix this system now.
A recession is very bad for publicly traded companies, but it's the best time for startups. When you have massive layoffs, there's more competition for available jobs, which means that an entrepreneur can hire freelancers at a lower cost.
I watch too much cable, I admit. Day after day it gets frustrating. Yesterday I watched as someone called legislation to prevent teacher layoffs a bailout - but I know that's not a view held by many, nor were the views I was frustrated about.
I can't tell you how many board meetings I've been in where the CEO is anguished over the impacts on morale that cost cutting or layoffs will bring about. You know what hurts morale even more than cost-cutting and layoffs? Going out of business.
Smart development builds on a region's own skills, resources and local businesses. Dumb growth invites a big corporation in, surrenders control and profits to a distant headquarters, undercuts local manufacturers, and risks layoffs without warning.
I worked as a teacher in the public school system in New York City for several years, and I was a victim of the layoffs, you know, in the mid-'70s. And then I worked as a sales engineer for a company in New Jersey that was selling industrial filtration equipment.
The two words, in the American lexicon, are never good. Pink slip. The first time I ever heard it when I was young was when Kaiser Steel handed out pink slips to many of my neighbors and relatives. Layoffs were about efficiency, sales figures for raw materials or refrigerators.
I call Alibaba '1,001 mistakes.' We expanded too fast, and then in the dot-com bubble, we had to have layoffs. By 2002, we had only enough cash to survive for 18 months. We had a lot of free members using our site, and we didn't know how we'd make money. So we developed a product for China exporters to meet U.S. buyers online. This model saved us.
