Many managers erroneously believe that the lifeline can be the most rigid system of information security. Sometimes this reaches absurd: blocked USB-ports, disk drives of computers, creates a base of photocopies deducted e-mail. The more structure, which applies this policy, the greater the cost of its maintenance and the more holes in it. Apart from the fact that this complicates the work of common people, its effectiveness is extremely low. I have not seen a single officer who would be left with empty hands.

To a former friend turned into a new partner, but not in a dangerous rival, to negotiate with him. When no consideration for each other, a former colleague of itself become competitors. Instantly arises dumping on the proposals, you're ready, take kontrshagi, but they are more likely hurt the organization, not the deceased person. If you are luring the company - not a direct competitor, then, using the strengths of each other, you can build with her cooperation. For example, if the client can not afford our credit rate, but he has a good pledge, we give it to the bank partner. And if there is a client partner, for whom speed is a solution, and the bank - delays in the procedures, it sends it to us. It is much harder to find points of intersection of the interests of those who go to a direct competitor. One of our top managers, who led the unit in the corporate business, received an invitation from the structure of seriously competing with us in Kazakhstan. Not about any joint transactions speech could not be. This man was involved in the development of our bank, part of the team brought with them, controlled a large part of the loan portfolio, and went from scratch to create a structure that was intended to show quick results. There was a risk that it will leave for employees and customers. Then I decided to talk to retirees plainly: any book he wants to take, and who can not touch anyone from the team he will make a job offer. Surprising as it may sound, we calmly agreed.

It is difficult not only agree, but respect the agreement. As a rule, they lose their effect within a half-year. But the main risks for the company existed only in the first months after the departure of key staff, and these months, it is important to go through smoothly and without hostile attacks. Then there are new customers and transactions.

Negotiations with the outgoing do not exclude the safety net measures. In the banking business is strong factor in the personality, when the head unit, the managing director or vice president, personally led large clients. On the one hand, this is a plus: the client knows that he may seek the solution of any problem to the manager of a high level. But then the problem: with the departure of the man sag communication with customers. Influence of personal factors should be minimized. In our bank with each corporate client communicates 2-3 people from different departments. Therefore, the disappearance of one link are people who have established good personal relations with customers, not only have their contacts in the database. A personal meeting between the company management with clients, which led the deceased employee, lets show them that the organization is still interested in them.