Precautions to Take When a Key Employee Leaves
A recent news article reported on a lawsuit by the parent company of two newspapers against two former senior executives claiming that the defendants quit, and took other key newspaper employees and business information with them to start a new, competing newspaper. The lawsuit also claims that the former senior executives were planning the new publication while still working at the parent company’s newspapers, and caused the other key newspaper employees to leave as a group on the same day.
Use and enforcement of non-compete agreements or other contractual restrictions on a key employee’s post-termination activities may be part of a company’s strategy for protection from “pirating” by a key employee who leaves to join or become a competitor, but there are other precautions a company can take in this situation. For example, an exit interview process provides a valuable opportunity to discuss several important items with the departing employee, and help secure the company’s customers, business information and workforce. If there is advance notice of the employee’s departure, this process can take place in a series of interviews and “debriefings.” If not, a comprehensive exit interview on the employee’s last day may be sufficient.
Here are some of the objectives a company may seek to accomplish in an exit interview process upon a key employee’s departure:
• Make sure the employee returns all company property, especially any materials that may contain the company’s business or customer information, before he or she leaves. This includes any data the employee has on a laptop or home computer related to the company, his or her work for the company, or its business with customers.
• Determine whether the employee has any personal notebooks, pocket calendars, rolodexes, business card collections, etc. that contain information about the company, his or her work for the company, or its business with customers. If the information was acquired or developed during the employee’s relationship with the company, the company should be entitled to keep, or at least make copies of, these items.
• If there is advance notice of the employee’s departure, make sure the employee introduces, and transitions customers to his or her replacement or send a manager to secure these customer relationships.
• Remind the employee of any “confidentiality” policy or other applicable company policies, as well as any non-compete agreement or other contractual restriction he or she signed, and make sure he or she has a copy of any such policies and agreements.
• Find out about any new employment the employee has obtained or is seeking, and assess whether it would provide him or her with an opportunity to solicit any of the company’s customers for sales of competitive products or otherwise compete against the company.
• Find out whether the employee has contacted customers he or she served during his or her relationship with the company to inform them of his or her new employment, and determine whether the employee has indicated that he or she will contact them on behalf of his or her new employer.
• If the employee’s new employment will conflict with any non-compete agreement or other contractual restriction he or she signed, confirm that the new employer has been informed of the employee’s non-compete agreement or other contractual restriction.
• Determine whether the employee has talked with any of the company’s other employees about the possibility of leaving the company or any opportunities that may exist for them with the employee’s new employer.
Absent of a non-compete agreement or other contractual restriction on a key employee’s post-termination activities, it may be difficult for a company to prevent some customers, and employees from following a key employee who leaves to join or become a competitor, but taking some of these precautions may help the company limit its losses.
Precautions to Take When a Key Employee Leaves - To learn more about this author, visit Bo Burch's Website.
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George Ludwig
George Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance.
Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson.
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Bo Burch
(Visit Bo's Website)
Bo Burch grew up on a small farm near
Lexington, VA and worked within a family
construction business prior to entering
and completing his undergraduate degree at
James Madison University in Virginia.
After graduating with honors within the
College of Business at JMU, he also
attended Michigan State University’s Labor
and Industrial Relations School and is
experienced at contract negotiations, the
grievance procedure, mediation and the
arbitration process.
He began his professional career with the
MASCO Corporation. Later, he was recruited
by International Paper, Coca Cola, Eaton
and Corning Inc. to lead organizational
transformations in highly competitive
global markets. He specializes in sizing
up and developing talent to meet the needs
of the business plan. Bo has authored and
developed technical and leadership
assessment centers emphasizing key
performance indicators, balanced
scorecards that optimize and demonstrate
the continuous improvement philosophy. He
has also contributed to a number of
articles on the subjects of compensation,
rewards systems and effective leadership
and organizational attributes.
In 2003, Bo founded Human Capital
Solutions, Inc. www.humancs.com in Wilmington, NC. Bo resides in
Wilmington with his wife Marian, their
three children Allyson, Abigail and their
son Palmer.
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