About Paul Falcone

Paul FalconePaul Falcone is a human resources executive in Los Angeles and has held senior-level positions with Nickelodeon, Paramount Pictures, and City of Hope. He has extensive experience in entertainment, healthcare/biotech, and financial services, including in international, nonprofit, and union environments.

Paul is a top-rated presenter and the author of a number of AMACOM and SHRM bestselling books, and four of his books have been recognized as SHRM "Great 8" selections, including: 96 Great Interview Questions to Ask Before You Hire, 101 Tough Conversations to Have with Employees, 101 Sample Write-Ups for Documenting Employee Performance Problems, and 2600 Phrases for Effective Performance Reviews. Paul’s newest book, 75 Ways for Managers to Hire Develop, and Keep Great Employees, focuses on leadership team alignment and key employee retention. He is a long-term contributor to HR Magazine and SHRM Online and an adjunct faculty member in UCLA Extension’s School of Business and Management.
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Paul Falcone's books have regularly been among the bestselling titles at the Society for Human Resource Management (SHRM) store.

Performance Management

resign

Viewpoint: 3 Unexpected Challenges When Employees Give Notice

As a manager, mishandling resignations can pose unique problems, especially for a worker who may be overtly litigious. Employees give notice all the time. Generally, there’s not much to it. But what if the employee says he or she is quitting but doesn’t provide a final termination date? What if this was done before, and you’re afraid the employee is going to change his or her mind again within the two-week notice period? Likewise, what if you prefer that this resigning employee leave immediately rather than in two weeks? As you can see, the exit process can get a bit hairy depending on the circumstances, so let’s address these not-uncommon scenarios to guide you through the maze. This link takes you to SHRM Online for the full article. Read More…

ethics

Educate Entry-Level Workers on Workplace Ethics

Far too many young adults enter the workforce without these lessons, only to find themselves on the sharp end of the investigation spear and terminated for cause—not realizing why until it is too late.

“As with all things having to do with successful leadership, communication and team building, it’s the little things you do that count,” said Eve Nasby, CEO of Infused.Work in the greater San Diego area. “Whether you’re hiring recent high school or college graduates or other entry-level workers, make time to teach them what they may not have learned in school: the ethical rules of the road in business.” This link directs you to the article on SHRM Online. Read More…

skipmeeting

Why Senior Managers Should Hold Skip-Level Meetings

Most companies have at least one problem department that wrestles with chronic performance and stability challenges. Yet few senior executives take the time to conduct “skip-level” meetings, where they have an opportunity to bypass their midlevel managers and speak directly with members of their extended (nonmanagerial) teams. Staff members may feel a bit uncomfortable sharing their feedback with their boss’s boss. But these meetings are healthy and should be ongoing to ensure full transparency and access to senior management.  Read More…

Effective Interviewing and Hiring

remote

Interviewing Remote Employees: How to Measure and Manage the Unseen

With better and faster technology, remote employment is on the rise, bringing with it greater flexibility in corporate hiring practices and workers’ career management goals. It also requires a different set of interviewing skills to find the candidates most likely to succeed in the role. Like its counterpart article that focuses on hiring freelancers and independent contractors, this piece is intended to be a starting point to help you formulate ideas for interviewing and hiring people who won’t be working in the same office, building or even state as you do. The goal is to save you time and help identify workers’ key attributes so that you can hire more effectively across this broad spectrum of workers.  Note that this link takes you to SHRM Online. Read More…

freelance

Interviewing and Evaluating Freelancers: The New Frontier of Hiring Just-in-Time and Virtual Talent

The so-called “gig economy” is changing the corporate landscape. Individuals are performing just-in-time professional services for companies on an as-needed basis, freeing up to portfolio workers and giving employers flexibility. The trend in hiring freelancers and remote workers is growing significantly, and we hope the questions suggested here will help you make stronger selection decisions when evaluating talent for these types of roles. This is intended to be a starting point to help you formulate ideas for interviewing and reference-checking scenarios. The goal is to save you time and help you hire more effectively across this broad spectrum of workers. Note that this link takes you to SHRM Online.      Read More…

HR Essentials

tiledtemplates

HR Template Resources for HR Managers

Unlike other products that may be found online or as part of a software suite of “HR in a Box” forms, the specialized products below are Paul’s own creations and were self-developed to bring his own HR practices to the next level. Read More…

TREE

Effective Onboarding Should Last for Months

While some organizations have very robust onboarding practices, including site visits to other corporate locations, rotations to different divisions, and meetings with senior executives, it doesn’t have to be that complicated. The easiest way to engage new hires and ensure they stay on track is to implement specific conversations at 30-, 60- and 90-day intervals to ensure a smooth transition into the new role by identifying roadblocks as quickly as possible. Read More…