Most organizations hire for technical competence and expertise hoping that the technically gifted will bring with them the right attitude.
You will hire people for what they know and what they can do. You will most often fire people for who they are.
What people know is less important than who they are. What we know changes very fast in an information-based world, who we are changes over a long period of time.
Hiring someone with a bad or marginal attitude who is technically competent and expecting the Organizational Development or Training Department to change them is a decision you’ll pay for over and over again.
When you’ve got fewer people doing more work you can’t afford to make a sloppy hiring decision.
The most admired companies in the world are absolutely rigorous about hiring— it's a strategic priority for them. They know the price they will pay for "just filling a position."
All we can do is bet on the people whom we pick. So my whole job is picking the right people.
Jack Welch
Former CEO
General Electric
People who are fun bring a refreshing spirit to the workplace. Look, you can't train miserable people to smile. If you want to work in a fun environment is fun even on your hiring criteria?
People who are unselfish possess the kind of other-orientation that develops future leaders, fosters great teamwork, and delivers sensational service.
People who can be trusted with power and authority enable the organization to do more with less and move with speed.
People who will do whatever it takes are not concerned with job titles and position descriptions. They are more concerned with getting results regardless of the circumstances.
You’re not hiring employees—you’re hiring ambassadors of your business.
The people you hire today will determine the kind of culture and brand you build tomorrow.
People are your greatest point of differentiation and the biggest determining factor in creating competitive advantage.
All we can do is bet on the people whom we pick. So my whole job is picking the right people. 
