Learning From Departing Workers: Firing Line

Recently, a 27-year veteran of IBM(IBM) left his job as vice president of corporate development to become senior vice president of strategy at Dell(DELL). IBM didn't like this and contended that the two positions were too similar. A court concluded, however, that the executive could keep his post at Dell because his skill set would erode if he were "enjoined from working in the industry, as would his relationships with a large personal network of investment bankers, consulting groups, and chief information officers."

Before that case, another high-level IBM executive left to go to Apple(AAPL). IBM sued but ultimately relented and came to an agreement. Apparently, all the former IBM executive had to do was agree not to divulge IBM trade secrets.

Such efforts on the part of corporations appear malicious and mean-spirited. In the U.S., people have a right to work and provide for their families.

Firing line: Employees don't wear ankle bracelets that explode when they decide to leave a firm. Businesses should strive to understand why good employees leave. Then they should salute them and thank them for their hard work, just like our military does. For both employees and employers, it's always best to end on a high note and finish with finesse.