Earlier quoted context omitted.
I can think of two times in my life where I even considered the possibility that one of my peers would do something malicious on their way out the door, but management worries about this all the time. On the one hand, Precautionary Principle. The costs of being wrong - and having to explain it to the Board - are just unimaginable. So sure, if you want IT to have a way to push a button and block someone out of the ent…
> I can think of two times in my life where I even considered the possibility that one of my peers would do something malicious on their way out the door, but management worries about this all the time. Because employers see how some employees act as they depart, even though they don't act similarly around their coworkers. Employers also see trusted employees smile and leave for competitors even after signing that th…
It's fun, because in my experience, departing employees are always playing ball, while employer starts doing stupid things.
In France, we have 3 months (!) of resignation notice (and it usually really lasts 2). I've always seen departing colleagues still working the whole notice. However managers start asking stupid things "please prepare demo for this prospect, it should take you one month and a half, so 2 weeks to spare!", "hey we need this feature, you're the only one who can do it, please code it before you leave", but rarely "write documentation for everything you did".
> Employers also see trusted employees smile and leave for competitors even after signing that they would not do that.
What? Such clauses actually exist and are actually used?
In France, such a clause requires (ex)employer to pay at least 50% of salary during the period where the (ex)employee isn't allowed to work for competitors (I can't see how this can be a fair agreement without that compensation), but companies pretty much never enact those clauses, because well, they don't care about employees going to the competition /that/ much