Page 9 - Vance Business Professional

responsibility their position requires. Rig- orous interview processes are augmented with extensive background checks. Many boards of directors require investigation into the candidate beyond the standard background checks, often involving private investigators.
Are these organizations and boards ex- ercising the same level of diligence when a senior executive leaves? Do they have pro- cesses in place to ensure that the organiza- tion’s confidential information is protected?
The CEO should take the lead when any senior executive departure is imminent. This should entail working with legal teams and the most senior information security resource in the organization to review the activity of the departing executive prior to his or her actual departure.
Agreements signed at the beginning of the executive’s tenure should be reviewed with them, and they should be reminded of their obligations, and asked to certify that they are not in possession of confidential information and that they will protect con- fidentiality after they have left the company.
If the CEO is departing, the board must act. Organizations must designate a director to work with a senior informa- tion security resource and legal team to conduct necessary reviews of activity and agreements.
Departing employees who take work product or confidential information with them when they leave cause too much damage for organizations to ignore. And, with departing C-level executives and se- nior managers, the potential for damage is too great for trust to be the only precaution.
Mike Tierney is the chief operating officer at SpectorSoft, a leader in user activity moni- toring and user behavior analytics. SpectorSoft develops software that helps busi- nesses identify and detect insider threats, conduct efficient and accurate investiga- tions, and enhance productivity.
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“If the CEO is departing, the board must act.”