What’s the best way to manage a disruptive employee’s departure?

Most people give notice and keep things professional until they leave.

But sometimes they badmouth the company to coworkers, try to convince others to quit, or stop doing their job properly because they’ve mentally checked out.

When this happens, you don’t want to be figuring out what your legal options are while they’re causing problems. You need options that you know you can act on.

Your options for managing departures

Keep them working normally

  • Works fine if they’re being professional.
  • Use when you need a proper handover or project wrap-up.

Address problems early

  • Have a clear conversation about what needs to change.
  • Set clear expectations about their conduct and performance until they leave.
  • Put the conversation in writing.

Modify their role if problems continue

  • Remove client contact to protect relationships.
  • Limit access to systems, tools or sensitive data.
  • Shift them to low impact work that won’t cause disruption.

Pay them without requiring them to work

  • If you think having them in the business is a risk, you can end the working relationship but still pay out the rest of the notice period.
  • This isn’t something you’re legally required to do, but it can reduce conflict and protect the business in tense situations.
  • You don’t need a clause to offer this. Just be clear and get it in writing.

End employment immediately

  • If the situation is too disruptive, you can end the employment on the spot.
  • Most US employees are employed at will, which means you can do this as long as the reason is legal and non-discriminatory.
  • Make sure that you document the behavior leading up to the decision.

Get prepared now

You can’t always predict who will become difficult during their notice period, but you can control how well you’re set up to respond.

Businesses that handle exits smoothly have clear employment agreements, along with a simple offboarding process that covers handovers, access removal and expectations for behavior during the notice period.

Put that in place now and, if someone starts causing problems, you’ll have options ready, not just crossing your fingers and hoping for the best.

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