Below we go through the notice periods Belarusian law allows, how recruiters\u2019 replacement guarantees usually work, and how to keep things moving until a new person starts.<\/p>\n\n
Who handles what when an EOR hire resigns<\/strong><\/h2>\n\nAn early resignation sets off three separate pieces of work. They often get lumped together, and that\u2019s usually how a few days of delay turn into a few weeks.<\/p>\n\n
The formal exit is the EOR\u2019s responsibility, since it\u2019s the legal employer. It prepares the termination documents, works out the final pay and makes sure everything is settled on time. Under Belarusian rules, all payments owed to the employee, including compensation for unused vacation, are due on the day of dismissal<\/a>, and the employee gets their labour book back on the same day.<\/p>\n\nThe work in progress is your responsibility. Your EOR has no way of knowing which pull requests are half-done, who has the deployment credentials or which client contact only one person talks to.<\/p>\n\n
Finding the replacement falls to whoever does your recruiting. If an agency filled the original role, check whether its contract included a replacement guarantee.<\/p>\n\n
How much notice you\u2019ll actually get<\/strong><\/h2>\n\nThat depends on whether the employee is still on probation and on the type of employment contract they signed. Both are governed by the Labour Code, which is listed in the International Labour Organization\u2019s NATLEX database of national labour laws<\/a>.<\/p>\n\nDuring probation<\/strong><\/h3>\n\nProbation in Belarus lasts up to three months. Until it ends, either the employee or the employer can terminate the contract with three days\u2019 written notice. So if someone decides in their second week that the job isn\u2019t for them, the handover has to happen fast.<\/p>\n\n
Indefinite-term contracts<\/strong><\/h3>\n\nAn employee on an indefinite-term contract has to give one month\u2019s notice in writing. They don\u2019t need the employer\u2019s agreement to leave, though the two sides can agree on an earlier last day. Until the notice period runs out, the employee is also free to withdraw the resignation.<\/p>\n\n
Fixed-term contracts<\/strong><\/h3>\n\nFixed-term contracts are common in Belarus and usually run for one to five years. On this type of contract, an employee can\u2019t resign just because they want to. They can leave early if the employer agrees, if they have a valid reason such as illness, a move to another city or a breach of the contract by the employer, or in a handful of situations neither side controls.<\/p>\n\n
Even so, agreeing on a leaving date is usually the sensible choice. Keeping a developer who wants to go for another year and a half rarely works out, for them or for the project, so a fixed-term contract shouldn\u2019t be part of your retention plan.<\/p>\n\n
Before your first hire, find out which kind of contract your EOR uses, because the notice you can expect depends on it. If you\u2019re not sure which one fits your team, our HR consulting team<\/a> can explain the differences.<\/p>\n\nHow replacement guarantees work<\/strong><\/h2>\n\nWith a replacement guarantee, the recruiter agrees to find a new candidate without charging another fee if the person they placed leaves within an agreed period. Many agencies set that period to match probation, because that\u2019s when a poor fit usually becomes obvious.<\/p>\n\n
Guarantees come with conditions. The usual ones are that the person resigned or was dismissed for performance, that the role hasn\u2019t changed, that you paid the recruiter\u2019s invoices on time and that you told them about the departure promptly. Some agencies offer a partial refund instead of a replacement, or let you choose.<\/p>\n\n
Redundancies, roles that were reshaped after the hire and hiring freezes are normally excluded. And even when the guarantee applies, it only covers the recruiter\u2019s fee. The weeks the seat stays empty and the hours your team spends interviewing are still on you.<\/p>\n\n
The EOR\u2019s billing is more straightforward. The employee keeps working, and keeps being paid, until the last day of notice, so the EOR fee is usually charged until then. Look through your EOR agreement for a minimum term, an exit fee or a deposit you\u2019re owed back. The final payroll will include payment for unused vacation, which your EOR or payroll provider<\/a> can estimate for you once notice is in.<\/p>\n\nIt pays to read the guarantee terms when you sign with the recruiter, while there\u2019s still room to negotiate them. Find out how long the guarantee lasts, whether you get a replacement or a refund, whether the replacement comes with its own guarantee and how quickly you need to report a departure.<\/p>\n\n![\"\"](\"https:\/\/recruiting.by\/wp-content\/uploads\/2026\/10\/20943451-1024x1024.jpg\")
<\/figure>\n\nKeeping work moving during the notice month<\/strong><\/h2>\n\nWhat usually hurts most is losing what the person knows. Engineers describe this with the bus factor<\/a>, the number of people who could leave before a project stalls. On small teams, it\u2019s often one, and the notice month is the best chance you\u2019ll get to increase it.<\/p>\n\nSit down with the leaver in the first few days and agree on a plan. Most people who resign early still want to leave on good terms, and they find it much easier to help when they know what\u2019s expected. The rest of the team will also want to see that someone has the situation in hand.<\/p>\n\n
A four-week handover plan<\/strong><\/h3>\n\nIn the first week, make a list of everything the person owns: active tasks, recurring duties, systems, accounts and any knowledge that isn\u2019t written down anywhere. Then put a name next to each item, even if that person is only covering until the new hire starts.<\/p>\n\n
In the second week, the leaver writes things down and explains them to others. A recorded screen-share of a tricky system is often more useful than pages of documentation. Whoever is taking over should work alongside the leaver on real tasks during this week.<\/p>\n\n
In the third week, the successor takes the lead and the leaver checks their work. Use this week to move ownership of documents, repositories and shared accounts. Google Workspace admins, for instance, can transfer Drive files to a new owner<\/a> before the departing employee\u2019s account is closed.<\/p>\n\nThe fourth week is for finishing off: last code reviews, a final check of who has access to what, and arranging for the laptop and other equipment to come back. On the last day, switch off access. The EOR then completes the termination and the final payment.<\/p>\n\n
One thing should be settled long before anyone resigns. The employment contract needs to assign intellectual property to your company from the first day. Sorting that out during someone\u2019s notice period is much harder.<\/p>\n\n
Covering the gap<\/strong><\/h3>\n\nThere will almost always be some time between one person\u2019s last day and the next person\u2019s first. Teams usually cover it by sharing the work out for a few weeks, hiring a short-term contractor for clearly defined tasks, or asking a colleague to take on part of the role. If that last option runs longer than a sprint or two, make sure the extra work is recognized.<\/p>\n\n
The quickest fix is often the candidate who came second in the original search. They\u2019ve already met the team and seen the product, and a few months later, some of them are still looking.<\/p>\n\n
Speeding up the backfill<\/strong><\/h2>\n\nBegin the search as soon as you have the resignation letter. Whoever you hire will most likely need to give their current employer a month\u2019s notice too, so waiting until the last day can easily mean two months with nobody in the role. A specialized IT recruitment partner<\/a> can restart the search within a few days, beginning with the shortlist from the previous round.<\/p>\n\nYou can reuse most of what you prepared the first time, such as the job description, the interview scorecard and the salary range. Go through each of them again, though, in light of what you now know about the role.<\/p>\n\n
This is also a good moment to ask whether the role should stay the same. Maybe it needs someone more senior, or maybe part of it should move to another team member. It\u2019s much cheaper to make that change now than after the next hire.<\/p>\n\n
Have a frank conversation with the person who\u2019s leaving. Early leavers usually have one clear reason, whether it\u2019s the job itself, the pay, the manager or the first weeks of onboarding, and you\u2019ll want to know which before you hire someone into the same role.<\/p>\n\n
Why it\u2019s worth the effort<\/strong><\/h2>\n\nLosing someone early costs more than it seems. Gallup estimates that replacing an employee can cost between one-half and two times their annual salary<\/a> once recruiting, onboarding and lost productivity are added up.<\/p>\n\nA replacement guarantee takes care of the recruiting fee. The rest of that cost goes down only if the handover is solid and the new hire arrives quickly.<\/p>\n\n
Reducing early departures in the first place<\/strong><\/h2>\n\nWhen people leave within a few months, it\u2019s usually for one of three reasons. The job wasn\u2019t what they were told it would be, the offer stopped looking good once they\u2019d compared notes with friends, or they felt left on their own during onboarding.<\/p>\n\n
You can deal with the first two before the offer goes out. Describe the job as it really is, including the dull parts, and compare your offer with our IT salary benchmarks for Belarus<\/a> so it holds up after the first few months.<\/p>\n\nThe third is about the first 90 days. Plan the onboarding properly and schedule check-ins at 30, 60 and 90 days. Of the three, the 30-day conversation is the most useful, because there\u2019s still time to fix whatever isn\u2019t working.<\/p>\n\n
Companies in the High-Tech Park have one more option. HTP residents<\/a> are allowed to sign non-compete agreements with employees, as long as they pay compensation for the period the restriction applies. Such an agreement can keep a former employee away from competitors for a while, but it can\u2019t stop them from resigning in the first place.<\/p>\n\n \n \n \n\t\t\t\t \n FAQ<\/h2>\n <\/div>\n\t\t\t\t \n - Can an EOR employee in Belarus quit immediately?<\/a><\/dt>\n
No. During probation, they have to give three days\u2019 written notice. After probation, someone on an indefinite-term contract gives a month\u2019s notice unless you both agree on an earlier date. Someone on a fixed-term contract can only leave early by agreement or for a valid reason.<\/p>\n<\/dd>\n
- Do we keep paying the EOR during the notice period?<\/a><\/dt>\n
In most cases, yes. The employee is still working and still on payroll until the last day, so the salary and the EOR fee continue until then. The last payroll also includes payment for any unused vacation.<\/p>\n<\/dd>\n
- Can the employee change their mind?<\/a><\/dt>\n
If they\u2019re on an indefinite-term contract, yes. They can withdraw the resignation at any point before the notice period ends. The main exception is when someone else has already been formally invited to take the job.<\/p>\n<\/dd>\n
- Does a replacement guarantee apply if we let the person go?<\/a><\/dt>\n
Often it does, as long as the dismissal was for performance. Redundancies and changes to the role are usually excluded, so check the wording in your recruiter\u2019s contract.<\/p>\n<\/dd>\n
- Can a fixed-term contract stop someone from leaving?<\/a><\/dt>\n
It narrows the legal options for leaving early, but it won\u2019t make anyone want to stay. An employee who feels stuck rarely does their best work.<\/p>\n<\/dd>\n
- How quickly can a replacement start?<\/a><\/dt>\n
Expect at least a month after they accept the offer, because most candidates will need to serve notice with their current employer. A runner-up who\u2019s between jobs can start sooner, and a contractor can cover the gap in the meantime.<\/p>\n<\/dd>\n <\/dl>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n
Final thoughts<\/strong><\/h2>\n\nAn early resignation is disruptive, but it\u2019s very manageable once everyone knows their part. Your EOR takes care of the formal exit, your team runs the handover, and the search for a replacement starts the day the letter arrives. After that, put what you\u2019ve learned into the next hire\u2019s first months, for example with a 90-day onboarding plan for remote Belarusian developers<\/a>.<\/p>\n\nIt also helps to prepare before anyone resigns. Teams that keep their documentation current and stay in touch with good candidates from past searches tend to recover from early departures in weeks rather than months.<\/p>\n\n
The work in progress is your responsibility. Your EOR has no way of knowing which pull requests are half-done, who has the deployment credentials or which client contact only one person talks to.<\/p>\n\n
Finding the replacement falls to whoever does your recruiting. If an agency filled the original role, check whether its contract included a replacement guarantee.<\/p>\n\n
How much notice you\u2019ll actually get<\/strong><\/h2>\n\nThat depends on whether the employee is still on probation and on the type of employment contract they signed. Both are governed by the Labour Code, which is listed in the International Labour Organization\u2019s NATLEX database of national labour laws<\/a>.<\/p>\n\nDuring probation<\/strong><\/h3>\n\nProbation in Belarus lasts up to three months. Until it ends, either the employee or the employer can terminate the contract with three days\u2019 written notice. So if someone decides in their second week that the job isn\u2019t for them, the handover has to happen fast.<\/p>\n\n
Indefinite-term contracts<\/strong><\/h3>\n\nAn employee on an indefinite-term contract has to give one month\u2019s notice in writing. They don\u2019t need the employer\u2019s agreement to leave, though the two sides can agree on an earlier last day. Until the notice period runs out, the employee is also free to withdraw the resignation.<\/p>\n\n
Fixed-term contracts<\/strong><\/h3>\n\nFixed-term contracts are common in Belarus and usually run for one to five years. On this type of contract, an employee can\u2019t resign just because they want to. They can leave early if the employer agrees, if they have a valid reason such as illness, a move to another city or a breach of the contract by the employer, or in a handful of situations neither side controls.<\/p>\n\n
Even so, agreeing on a leaving date is usually the sensible choice. Keeping a developer who wants to go for another year and a half rarely works out, for them or for the project, so a fixed-term contract shouldn\u2019t be part of your retention plan.<\/p>\n\n
Before your first hire, find out which kind of contract your EOR uses, because the notice you can expect depends on it. If you\u2019re not sure which one fits your team, our HR consulting team<\/a> can explain the differences.<\/p>\n\nHow replacement guarantees work<\/strong><\/h2>\n\nWith a replacement guarantee, the recruiter agrees to find a new candidate without charging another fee if the person they placed leaves within an agreed period. Many agencies set that period to match probation, because that\u2019s when a poor fit usually becomes obvious.<\/p>\n\n
Guarantees come with conditions. The usual ones are that the person resigned or was dismissed for performance, that the role hasn\u2019t changed, that you paid the recruiter\u2019s invoices on time and that you told them about the departure promptly. Some agencies offer a partial refund instead of a replacement, or let you choose.<\/p>\n\n
Redundancies, roles that were reshaped after the hire and hiring freezes are normally excluded. And even when the guarantee applies, it only covers the recruiter\u2019s fee. The weeks the seat stays empty and the hours your team spends interviewing are still on you.<\/p>\n\n
The EOR\u2019s billing is more straightforward. The employee keeps working, and keeps being paid, until the last day of notice, so the EOR fee is usually charged until then. Look through your EOR agreement for a minimum term, an exit fee or a deposit you\u2019re owed back. The final payroll will include payment for unused vacation, which your EOR or payroll provider<\/a> can estimate for you once notice is in.<\/p>\n\nIt pays to read the guarantee terms when you sign with the recruiter, while there\u2019s still room to negotiate them. Find out how long the guarantee lasts, whether you get a replacement or a refund, whether the replacement comes with its own guarantee and how quickly you need to report a departure.<\/p>\n\n<\/figure>\n\nKeeping work moving during the notice month<\/strong><\/h2>\n\nWhat usually hurts most is losing what the person knows. Engineers describe this with the bus factor<\/a>, the number of people who could leave before a project stalls. On small teams, it\u2019s often one, and the notice month is the best chance you\u2019ll get to increase it.<\/p>\n\nSit down with the leaver in the first few days and agree on a plan. Most people who resign early still want to leave on good terms, and they find it much easier to help when they know what\u2019s expected. The rest of the team will also want to see that someone has the situation in hand.<\/p>\n\n
A four-week handover plan<\/strong><\/h3>\n\nIn the first week, make a list of everything the person owns: active tasks, recurring duties, systems, accounts and any knowledge that isn\u2019t written down anywhere. Then put a name next to each item, even if that person is only covering until the new hire starts.<\/p>\n\n
In the second week, the leaver writes things down and explains them to others. A recorded screen-share of a tricky system is often more useful than pages of documentation. Whoever is taking over should work alongside the leaver on real tasks during this week.<\/p>\n\n
In the third week, the successor takes the lead and the leaver checks their work. Use this week to move ownership of documents, repositories and shared accounts. Google Workspace admins, for instance, can transfer Drive files to a new owner<\/a> before the departing employee\u2019s account is closed.<\/p>\n\nThe fourth week is for finishing off: last code reviews, a final check of who has access to what, and arranging for the laptop and other equipment to come back. On the last day, switch off access. The EOR then completes the termination and the final payment.<\/p>\n\n
One thing should be settled long before anyone resigns. The employment contract needs to assign intellectual property to your company from the first day. Sorting that out during someone\u2019s notice period is much harder.<\/p>\n\n
Covering the gap<\/strong><\/h3>\n\nThere will almost always be some time between one person\u2019s last day and the next person\u2019s first. Teams usually cover it by sharing the work out for a few weeks, hiring a short-term contractor for clearly defined tasks, or asking a colleague to take on part of the role. If that last option runs longer than a sprint or two, make sure the extra work is recognized.<\/p>\n\n
The quickest fix is often the candidate who came second in the original search. They\u2019ve already met the team and seen the product, and a few months later, some of them are still looking.<\/p>\n\n
Speeding up the backfill<\/strong><\/h2>\n\nBegin the search as soon as you have the resignation letter. Whoever you hire will most likely need to give their current employer a month\u2019s notice too, so waiting until the last day can easily mean two months with nobody in the role. A specialized IT recruitment partner<\/a> can restart the search within a few days, beginning with the shortlist from the previous round.<\/p>\n\nYou can reuse most of what you prepared the first time, such as the job description, the interview scorecard and the salary range. Go through each of them again, though, in light of what you now know about the role.<\/p>\n\n
This is also a good moment to ask whether the role should stay the same. Maybe it needs someone more senior, or maybe part of it should move to another team member. It\u2019s much cheaper to make that change now than after the next hire.<\/p>\n\n
Have a frank conversation with the person who\u2019s leaving. Early leavers usually have one clear reason, whether it\u2019s the job itself, the pay, the manager or the first weeks of onboarding, and you\u2019ll want to know which before you hire someone into the same role.<\/p>\n\n
Why it\u2019s worth the effort<\/strong><\/h2>\n\nLosing someone early costs more than it seems. Gallup estimates that replacing an employee can cost between one-half and two times their annual salary<\/a> once recruiting, onboarding and lost productivity are added up.<\/p>\n\nA replacement guarantee takes care of the recruiting fee. The rest of that cost goes down only if the handover is solid and the new hire arrives quickly.<\/p>\n\n
Reducing early departures in the first place<\/strong><\/h2>\n\nWhen people leave within a few months, it\u2019s usually for one of three reasons. The job wasn\u2019t what they were told it would be, the offer stopped looking good once they\u2019d compared notes with friends, or they felt left on their own during onboarding.<\/p>\n\n
You can deal with the first two before the offer goes out. Describe the job as it really is, including the dull parts, and compare your offer with our IT salary benchmarks for Belarus<\/a> so it holds up after the first few months.<\/p>\n\nThe third is about the first 90 days. Plan the onboarding properly and schedule check-ins at 30, 60 and 90 days. Of the three, the 30-day conversation is the most useful, because there\u2019s still time to fix whatever isn\u2019t working.<\/p>\n\n
Companies in the High-Tech Park have one more option. HTP residents<\/a> are allowed to sign non-compete agreements with employees, as long as they pay compensation for the period the restriction applies. Such an agreement can keep a former employee away from competitors for a while, but it can\u2019t stop them from resigning in the first place.<\/p>\n\n \n \n \n\t\t\t\t \n FAQ<\/h2>\n <\/div>\n\t\t\t\t \n - Can an EOR employee in Belarus quit immediately?<\/a><\/dt>\n
No. During probation, they have to give three days\u2019 written notice. After probation, someone on an indefinite-term contract gives a month\u2019s notice unless you both agree on an earlier date. Someone on a fixed-term contract can only leave early by agreement or for a valid reason.<\/p>\n<\/dd>\n
- Do we keep paying the EOR during the notice period?<\/a><\/dt>\n
In most cases, yes. The employee is still working and still on payroll until the last day, so the salary and the EOR fee continue until then. The last payroll also includes payment for any unused vacation.<\/p>\n<\/dd>\n
- Can the employee change their mind?<\/a><\/dt>\n
If they\u2019re on an indefinite-term contract, yes. They can withdraw the resignation at any point before the notice period ends. The main exception is when someone else has already been formally invited to take the job.<\/p>\n<\/dd>\n
- Does a replacement guarantee apply if we let the person go?<\/a><\/dt>\n
Often it does, as long as the dismissal was for performance. Redundancies and changes to the role are usually excluded, so check the wording in your recruiter\u2019s contract.<\/p>\n<\/dd>\n
- Can a fixed-term contract stop someone from leaving?<\/a><\/dt>\n
It narrows the legal options for leaving early, but it won\u2019t make anyone want to stay. An employee who feels stuck rarely does their best work.<\/p>\n<\/dd>\n
- How quickly can a replacement start?<\/a><\/dt>\n
Expect at least a month after they accept the offer, because most candidates will need to serve notice with their current employer. A runner-up who\u2019s between jobs can start sooner, and a contractor can cover the gap in the meantime.<\/p>\n<\/dd>\n <\/dl>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n
Final thoughts<\/strong><\/h2>\n\nAn early resignation is disruptive, but it\u2019s very manageable once everyone knows their part. Your EOR takes care of the formal exit, your team runs the handover, and the search for a replacement starts the day the letter arrives. After that, put what you\u2019ve learned into the next hire\u2019s first months, for example with a 90-day onboarding plan for remote Belarusian developers<\/a>.<\/p>\n\nIt also helps to prepare before anyone resigns. Teams that keep their documentation current and stay in touch with good candidates from past searches tend to recover from early departures in weeks rather than months.<\/p>\n\n
During probation<\/strong><\/h3>\n\nProbation in Belarus lasts up to three months. Until it ends, either the employee or the employer can terminate the contract with three days\u2019 written notice. So if someone decides in their second week that the job isn\u2019t for them, the handover has to happen fast.<\/p>\n\n
Indefinite-term contracts<\/strong><\/h3>\n\nAn employee on an indefinite-term contract has to give one month\u2019s notice in writing. They don\u2019t need the employer\u2019s agreement to leave, though the two sides can agree on an earlier last day. Until the notice period runs out, the employee is also free to withdraw the resignation.<\/p>\n\n
Fixed-term contracts<\/strong><\/h3>\n\nFixed-term contracts are common in Belarus and usually run for one to five years. On this type of contract, an employee can\u2019t resign just because they want to. They can leave early if the employer agrees, if they have a valid reason such as illness, a move to another city or a breach of the contract by the employer, or in a handful of situations neither side controls.<\/p>\n\n
Even so, agreeing on a leaving date is usually the sensible choice. Keeping a developer who wants to go for another year and a half rarely works out, for them or for the project, so a fixed-term contract shouldn\u2019t be part of your retention plan.<\/p>\n\n
Before your first hire, find out which kind of contract your EOR uses, because the notice you can expect depends on it. If you\u2019re not sure which one fits your team, our HR consulting team<\/a> can explain the differences.<\/p>\n\nHow replacement guarantees work<\/strong><\/h2>\n\nWith a replacement guarantee, the recruiter agrees to find a new candidate without charging another fee if the person they placed leaves within an agreed period. Many agencies set that period to match probation, because that\u2019s when a poor fit usually becomes obvious.<\/p>\n\n
Guarantees come with conditions. The usual ones are that the person resigned or was dismissed for performance, that the role hasn\u2019t changed, that you paid the recruiter\u2019s invoices on time and that you told them about the departure promptly. Some agencies offer a partial refund instead of a replacement, or let you choose.<\/p>\n\n
Redundancies, roles that were reshaped after the hire and hiring freezes are normally excluded. And even when the guarantee applies, it only covers the recruiter\u2019s fee. The weeks the seat stays empty and the hours your team spends interviewing are still on you.<\/p>\n\n
The EOR\u2019s billing is more straightforward. The employee keeps working, and keeps being paid, until the last day of notice, so the EOR fee is usually charged until then. Look through your EOR agreement for a minimum term, an exit fee or a deposit you\u2019re owed back. The final payroll will include payment for unused vacation, which your EOR or payroll provider<\/a> can estimate for you once notice is in.<\/p>\n\nIt pays to read the guarantee terms when you sign with the recruiter, while there\u2019s still room to negotiate them. Find out how long the guarantee lasts, whether you get a replacement or a refund, whether the replacement comes with its own guarantee and how quickly you need to report a departure.<\/p>\n\n<\/figure>\n\nKeeping work moving during the notice month<\/strong><\/h2>\n\nWhat usually hurts most is losing what the person knows. Engineers describe this with the bus factor<\/a>, the number of people who could leave before a project stalls. On small teams, it\u2019s often one, and the notice month is the best chance you\u2019ll get to increase it.<\/p>\n\nSit down with the leaver in the first few days and agree on a plan. Most people who resign early still want to leave on good terms, and they find it much easier to help when they know what\u2019s expected. The rest of the team will also want to see that someone has the situation in hand.<\/p>\n\n
A four-week handover plan<\/strong><\/h3>\n\nIn the first week, make a list of everything the person owns: active tasks, recurring duties, systems, accounts and any knowledge that isn\u2019t written down anywhere. Then put a name next to each item, even if that person is only covering until the new hire starts.<\/p>\n\n
In the second week, the leaver writes things down and explains them to others. A recorded screen-share of a tricky system is often more useful than pages of documentation. Whoever is taking over should work alongside the leaver on real tasks during this week.<\/p>\n\n
In the third week, the successor takes the lead and the leaver checks their work. Use this week to move ownership of documents, repositories and shared accounts. Google Workspace admins, for instance, can transfer Drive files to a new owner<\/a> before the departing employee\u2019s account is closed.<\/p>\n\nThe fourth week is for finishing off: last code reviews, a final check of who has access to what, and arranging for the laptop and other equipment to come back. On the last day, switch off access. The EOR then completes the termination and the final payment.<\/p>\n\n
One thing should be settled long before anyone resigns. The employment contract needs to assign intellectual property to your company from the first day. Sorting that out during someone\u2019s notice period is much harder.<\/p>\n\n
Covering the gap<\/strong><\/h3>\n\nThere will almost always be some time between one person\u2019s last day and the next person\u2019s first. Teams usually cover it by sharing the work out for a few weeks, hiring a short-term contractor for clearly defined tasks, or asking a colleague to take on part of the role. If that last option runs longer than a sprint or two, make sure the extra work is recognized.<\/p>\n\n
The quickest fix is often the candidate who came second in the original search. They\u2019ve already met the team and seen the product, and a few months later, some of them are still looking.<\/p>\n\n
Speeding up the backfill<\/strong><\/h2>\n\nBegin the search as soon as you have the resignation letter. Whoever you hire will most likely need to give their current employer a month\u2019s notice too, so waiting until the last day can easily mean two months with nobody in the role. A specialized IT recruitment partner<\/a> can restart the search within a few days, beginning with the shortlist from the previous round.<\/p>\n\nYou can reuse most of what you prepared the first time, such as the job description, the interview scorecard and the salary range. Go through each of them again, though, in light of what you now know about the role.<\/p>\n\n
This is also a good moment to ask whether the role should stay the same. Maybe it needs someone more senior, or maybe part of it should move to another team member. It\u2019s much cheaper to make that change now than after the next hire.<\/p>\n\n
Have a frank conversation with the person who\u2019s leaving. Early leavers usually have one clear reason, whether it\u2019s the job itself, the pay, the manager or the first weeks of onboarding, and you\u2019ll want to know which before you hire someone into the same role.<\/p>\n\n
Why it\u2019s worth the effort<\/strong><\/h2>\n\nLosing someone early costs more than it seems. Gallup estimates that replacing an employee can cost between one-half and two times their annual salary<\/a> once recruiting, onboarding and lost productivity are added up.<\/p>\n\nA replacement guarantee takes care of the recruiting fee. The rest of that cost goes down only if the handover is solid and the new hire arrives quickly.<\/p>\n\n
Reducing early departures in the first place<\/strong><\/h2>\n\nWhen people leave within a few months, it\u2019s usually for one of three reasons. The job wasn\u2019t what they were told it would be, the offer stopped looking good once they\u2019d compared notes with friends, or they felt left on their own during onboarding.<\/p>\n\n
You can deal with the first two before the offer goes out. Describe the job as it really is, including the dull parts, and compare your offer with our IT salary benchmarks for Belarus<\/a> so it holds up after the first few months.<\/p>\n\nThe third is about the first 90 days. Plan the onboarding properly and schedule check-ins at 30, 60 and 90 days. Of the three, the 30-day conversation is the most useful, because there\u2019s still time to fix whatever isn\u2019t working.<\/p>\n\n
Companies in the High-Tech Park have one more option. HTP residents<\/a> are allowed to sign non-compete agreements with employees, as long as they pay compensation for the period the restriction applies. Such an agreement can keep a former employee away from competitors for a while, but it can\u2019t stop them from resigning in the first place.<\/p>\n\n \n \n \n\t\t\t\t \n FAQ<\/h2>\n <\/div>\n\t\t\t\t \n - Can an EOR employee in Belarus quit immediately?<\/a><\/dt>\n
No. During probation, they have to give three days\u2019 written notice. After probation, someone on an indefinite-term contract gives a month\u2019s notice unless you both agree on an earlier date. Someone on a fixed-term contract can only leave early by agreement or for a valid reason.<\/p>\n<\/dd>\n
- Do we keep paying the EOR during the notice period?<\/a><\/dt>\n
In most cases, yes. The employee is still working and still on payroll until the last day, so the salary and the EOR fee continue until then. The last payroll also includes payment for any unused vacation.<\/p>\n<\/dd>\n
- Can the employee change their mind?<\/a><\/dt>\n
If they\u2019re on an indefinite-term contract, yes. They can withdraw the resignation at any point before the notice period ends. The main exception is when someone else has already been formally invited to take the job.<\/p>\n<\/dd>\n
- Does a replacement guarantee apply if we let the person go?<\/a><\/dt>\n
Often it does, as long as the dismissal was for performance. Redundancies and changes to the role are usually excluded, so check the wording in your recruiter\u2019s contract.<\/p>\n<\/dd>\n
- Can a fixed-term contract stop someone from leaving?<\/a><\/dt>\n
It narrows the legal options for leaving early, but it won\u2019t make anyone want to stay. An employee who feels stuck rarely does their best work.<\/p>\n<\/dd>\n
- How quickly can a replacement start?<\/a><\/dt>\n
Expect at least a month after they accept the offer, because most candidates will need to serve notice with their current employer. A runner-up who\u2019s between jobs can start sooner, and a contractor can cover the gap in the meantime.<\/p>\n<\/dd>\n <\/dl>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n
Final thoughts<\/strong><\/h2>\n\nAn early resignation is disruptive, but it\u2019s very manageable once everyone knows their part. Your EOR takes care of the formal exit, your team runs the handover, and the search for a replacement starts the day the letter arrives. After that, put what you\u2019ve learned into the next hire\u2019s first months, for example with a 90-day onboarding plan for remote Belarusian developers<\/a>.<\/p>\n\nIt also helps to prepare before anyone resigns. Teams that keep their documentation current and stay in touch with good candidates from past searches tend to recover from early departures in weeks rather than months.<\/p>\n\n
An employee on an indefinite-term contract has to give one month\u2019s notice in writing. They don\u2019t need the employer\u2019s agreement to leave, though the two sides can agree on an earlier last day. Until the notice period runs out, the employee is also free to withdraw the resignation.<\/p>\n\n
Fixed-term contracts<\/strong><\/h3>\n\nFixed-term contracts are common in Belarus and usually run for one to five years. On this type of contract, an employee can\u2019t resign just because they want to. They can leave early if the employer agrees, if they have a valid reason such as illness, a move to another city or a breach of the contract by the employer, or in a handful of situations neither side controls.<\/p>\n\n
Even so, agreeing on a leaving date is usually the sensible choice. Keeping a developer who wants to go for another year and a half rarely works out, for them or for the project, so a fixed-term contract shouldn\u2019t be part of your retention plan.<\/p>\n\n
Before your first hire, find out which kind of contract your EOR uses, because the notice you can expect depends on it. If you\u2019re not sure which one fits your team, our HR consulting team<\/a> can explain the differences.<\/p>\n\nHow replacement guarantees work<\/strong><\/h2>\n\nWith a replacement guarantee, the recruiter agrees to find a new candidate without charging another fee if the person they placed leaves within an agreed period. Many agencies set that period to match probation, because that\u2019s when a poor fit usually becomes obvious.<\/p>\n\n
Guarantees come with conditions. The usual ones are that the person resigned or was dismissed for performance, that the role hasn\u2019t changed, that you paid the recruiter\u2019s invoices on time and that you told them about the departure promptly. Some agencies offer a partial refund instead of a replacement, or let you choose.<\/p>\n\n
Redundancies, roles that were reshaped after the hire and hiring freezes are normally excluded. And even when the guarantee applies, it only covers the recruiter\u2019s fee. The weeks the seat stays empty and the hours your team spends interviewing are still on you.<\/p>\n\n
The EOR\u2019s billing is more straightforward. The employee keeps working, and keeps being paid, until the last day of notice, so the EOR fee is usually charged until then. Look through your EOR agreement for a minimum term, an exit fee or a deposit you\u2019re owed back. The final payroll will include payment for unused vacation, which your EOR or payroll provider<\/a> can estimate for you once notice is in.<\/p>\n\nIt pays to read the guarantee terms when you sign with the recruiter, while there\u2019s still room to negotiate them. Find out how long the guarantee lasts, whether you get a replacement or a refund, whether the replacement comes with its own guarantee and how quickly you need to report a departure.<\/p>\n\n<\/figure>\n\nKeeping work moving during the notice month<\/strong><\/h2>\n\nWhat usually hurts most is losing what the person knows. Engineers describe this with the bus factor<\/a>, the number of people who could leave before a project stalls. On small teams, it\u2019s often one, and the notice month is the best chance you\u2019ll get to increase it.<\/p>\n\nSit down with the leaver in the first few days and agree on a plan. Most people who resign early still want to leave on good terms, and they find it much easier to help when they know what\u2019s expected. The rest of the team will also want to see that someone has the situation in hand.<\/p>\n\n
A four-week handover plan<\/strong><\/h3>\n\nIn the first week, make a list of everything the person owns: active tasks, recurring duties, systems, accounts and any knowledge that isn\u2019t written down anywhere. Then put a name next to each item, even if that person is only covering until the new hire starts.<\/p>\n\n
In the second week, the leaver writes things down and explains them to others. A recorded screen-share of a tricky system is often more useful than pages of documentation. Whoever is taking over should work alongside the leaver on real tasks during this week.<\/p>\n\n
In the third week, the successor takes the lead and the leaver checks their work. Use this week to move ownership of documents, repositories and shared accounts. Google Workspace admins, for instance, can transfer Drive files to a new owner<\/a> before the departing employee\u2019s account is closed.<\/p>\n\nThe fourth week is for finishing off: last code reviews, a final check of who has access to what, and arranging for the laptop and other equipment to come back. On the last day, switch off access. The EOR then completes the termination and the final payment.<\/p>\n\n
One thing should be settled long before anyone resigns. The employment contract needs to assign intellectual property to your company from the first day. Sorting that out during someone\u2019s notice period is much harder.<\/p>\n\n
Covering the gap<\/strong><\/h3>\n\nThere will almost always be some time between one person\u2019s last day and the next person\u2019s first. Teams usually cover it by sharing the work out for a few weeks, hiring a short-term contractor for clearly defined tasks, or asking a colleague to take on part of the role. If that last option runs longer than a sprint or two, make sure the extra work is recognized.<\/p>\n\n
The quickest fix is often the candidate who came second in the original search. They\u2019ve already met the team and seen the product, and a few months later, some of them are still looking.<\/p>\n\n
Speeding up the backfill<\/strong><\/h2>\n\nBegin the search as soon as you have the resignation letter. Whoever you hire will most likely need to give their current employer a month\u2019s notice too, so waiting until the last day can easily mean two months with nobody in the role. A specialized IT recruitment partner<\/a> can restart the search within a few days, beginning with the shortlist from the previous round.<\/p>\n\nYou can reuse most of what you prepared the first time, such as the job description, the interview scorecard and the salary range. Go through each of them again, though, in light of what you now know about the role.<\/p>\n\n
This is also a good moment to ask whether the role should stay the same. Maybe it needs someone more senior, or maybe part of it should move to another team member. It\u2019s much cheaper to make that change now than after the next hire.<\/p>\n\n
Have a frank conversation with the person who\u2019s leaving. Early leavers usually have one clear reason, whether it\u2019s the job itself, the pay, the manager or the first weeks of onboarding, and you\u2019ll want to know which before you hire someone into the same role.<\/p>\n\n
Why it\u2019s worth the effort<\/strong><\/h2>\n\nLosing someone early costs more than it seems. Gallup estimates that replacing an employee can cost between one-half and two times their annual salary<\/a> once recruiting, onboarding and lost productivity are added up.<\/p>\n\nA replacement guarantee takes care of the recruiting fee. The rest of that cost goes down only if the handover is solid and the new hire arrives quickly.<\/p>\n\n
Reducing early departures in the first place<\/strong><\/h2>\n\nWhen people leave within a few months, it\u2019s usually for one of three reasons. The job wasn\u2019t what they were told it would be, the offer stopped looking good once they\u2019d compared notes with friends, or they felt left on their own during onboarding.<\/p>\n\n
You can deal with the first two before the offer goes out. Describe the job as it really is, including the dull parts, and compare your offer with our IT salary benchmarks for Belarus<\/a> so it holds up after the first few months.<\/p>\n\nThe third is about the first 90 days. Plan the onboarding properly and schedule check-ins at 30, 60 and 90 days. Of the three, the 30-day conversation is the most useful, because there\u2019s still time to fix whatever isn\u2019t working.<\/p>\n\n
Companies in the High-Tech Park have one more option. HTP residents<\/a> are allowed to sign non-compete agreements with employees, as long as they pay compensation for the period the restriction applies. Such an agreement can keep a former employee away from competitors for a while, but it can\u2019t stop them from resigning in the first place.<\/p>\n\n \n \n \n\t\t\t\t \n FAQ<\/h2>\n <\/div>\n\t\t\t\t \n - Can an EOR employee in Belarus quit immediately?<\/a><\/dt>\n
No. During probation, they have to give three days\u2019 written notice. After probation, someone on an indefinite-term contract gives a month\u2019s notice unless you both agree on an earlier date. Someone on a fixed-term contract can only leave early by agreement or for a valid reason.<\/p>\n<\/dd>\n
- Do we keep paying the EOR during the notice period?<\/a><\/dt>\n
In most cases, yes. The employee is still working and still on payroll until the last day, so the salary and the EOR fee continue until then. The last payroll also includes payment for any unused vacation.<\/p>\n<\/dd>\n
- Can the employee change their mind?<\/a><\/dt>\n
If they\u2019re on an indefinite-term contract, yes. They can withdraw the resignation at any point before the notice period ends. The main exception is when someone else has already been formally invited to take the job.<\/p>\n<\/dd>\n
- Does a replacement guarantee apply if we let the person go?<\/a><\/dt>\n
Often it does, as long as the dismissal was for performance. Redundancies and changes to the role are usually excluded, so check the wording in your recruiter\u2019s contract.<\/p>\n<\/dd>\n
- Can a fixed-term contract stop someone from leaving?<\/a><\/dt>\n
It narrows the legal options for leaving early, but it won\u2019t make anyone want to stay. An employee who feels stuck rarely does their best work.<\/p>\n<\/dd>\n
- How quickly can a replacement start?<\/a><\/dt>\n
Expect at least a month after they accept the offer, because most candidates will need to serve notice with their current employer. A runner-up who\u2019s between jobs can start sooner, and a contractor can cover the gap in the meantime.<\/p>\n<\/dd>\n <\/dl>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n
Final thoughts<\/strong><\/h2>\n\nAn early resignation is disruptive, but it\u2019s very manageable once everyone knows their part. Your EOR takes care of the formal exit, your team runs the handover, and the search for a replacement starts the day the letter arrives. After that, put what you\u2019ve learned into the next hire\u2019s first months, for example with a 90-day onboarding plan for remote Belarusian developers<\/a>.<\/p>\n\nIt also helps to prepare before anyone resigns. Teams that keep their documentation current and stay in touch with good candidates from past searches tend to recover from early departures in weeks rather than months.<\/p>\n\n
How replacement guarantees work<\/strong><\/h2>\n\nWith a replacement guarantee, the recruiter agrees to find a new candidate without charging another fee if the person they placed leaves within an agreed period. Many agencies set that period to match probation, because that\u2019s when a poor fit usually becomes obvious.<\/p>\n\n
Guarantees come with conditions. The usual ones are that the person resigned or was dismissed for performance, that the role hasn\u2019t changed, that you paid the recruiter\u2019s invoices on time and that you told them about the departure promptly. Some agencies offer a partial refund instead of a replacement, or let you choose.<\/p>\n\n
Redundancies, roles that were reshaped after the hire and hiring freezes are normally excluded. And even when the guarantee applies, it only covers the recruiter\u2019s fee. The weeks the seat stays empty and the hours your team spends interviewing are still on you.<\/p>\n\n
The EOR\u2019s billing is more straightforward. The employee keeps working, and keeps being paid, until the last day of notice, so the EOR fee is usually charged until then. Look through your EOR agreement for a minimum term, an exit fee or a deposit you\u2019re owed back. The final payroll will include payment for unused vacation, which your EOR or payroll provider<\/a> can estimate for you once notice is in.<\/p>\n\nIt pays to read the guarantee terms when you sign with the recruiter, while there\u2019s still room to negotiate them. Find out how long the guarantee lasts, whether you get a replacement or a refund, whether the replacement comes with its own guarantee and how quickly you need to report a departure.<\/p>\n\n<\/figure>\n\nKeeping work moving during the notice month<\/strong><\/h2>\n\nWhat usually hurts most is losing what the person knows. Engineers describe this with the bus factor<\/a>, the number of people who could leave before a project stalls. On small teams, it\u2019s often one, and the notice month is the best chance you\u2019ll get to increase it.<\/p>\n\nSit down with the leaver in the first few days and agree on a plan. Most people who resign early still want to leave on good terms, and they find it much easier to help when they know what\u2019s expected. The rest of the team will also want to see that someone has the situation in hand.<\/p>\n\n
A four-week handover plan<\/strong><\/h3>\n\nIn the first week, make a list of everything the person owns: active tasks, recurring duties, systems, accounts and any knowledge that isn\u2019t written down anywhere. Then put a name next to each item, even if that person is only covering until the new hire starts.<\/p>\n\n
In the second week, the leaver writes things down and explains them to others. A recorded screen-share of a tricky system is often more useful than pages of documentation. Whoever is taking over should work alongside the leaver on real tasks during this week.<\/p>\n\n
In the third week, the successor takes the lead and the leaver checks their work. Use this week to move ownership of documents, repositories and shared accounts. Google Workspace admins, for instance, can transfer Drive files to a new owner<\/a> before the departing employee\u2019s account is closed.<\/p>\n\nThe fourth week is for finishing off: last code reviews, a final check of who has access to what, and arranging for the laptop and other equipment to come back. On the last day, switch off access. The EOR then completes the termination and the final payment.<\/p>\n\n
One thing should be settled long before anyone resigns. The employment contract needs to assign intellectual property to your company from the first day. Sorting that out during someone\u2019s notice period is much harder.<\/p>\n\n
Covering the gap<\/strong><\/h3>\n\nThere will almost always be some time between one person\u2019s last day and the next person\u2019s first. Teams usually cover it by sharing the work out for a few weeks, hiring a short-term contractor for clearly defined tasks, or asking a colleague to take on part of the role. If that last option runs longer than a sprint or two, make sure the extra work is recognized.<\/p>\n\n
The quickest fix is often the candidate who came second in the original search. They\u2019ve already met the team and seen the product, and a few months later, some of them are still looking.<\/p>\n\n
Speeding up the backfill<\/strong><\/h2>\n\nBegin the search as soon as you have the resignation letter. Whoever you hire will most likely need to give their current employer a month\u2019s notice too, so waiting until the last day can easily mean two months with nobody in the role. A specialized IT recruitment partner<\/a> can restart the search within a few days, beginning with the shortlist from the previous round.<\/p>\n\nYou can reuse most of what you prepared the first time, such as the job description, the interview scorecard and the salary range. Go through each of them again, though, in light of what you now know about the role.<\/p>\n\n
This is also a good moment to ask whether the role should stay the same. Maybe it needs someone more senior, or maybe part of it should move to another team member. It\u2019s much cheaper to make that change now than after the next hire.<\/p>\n\n
Have a frank conversation with the person who\u2019s leaving. Early leavers usually have one clear reason, whether it\u2019s the job itself, the pay, the manager or the first weeks of onboarding, and you\u2019ll want to know which before you hire someone into the same role.<\/p>\n\n
Why it\u2019s worth the effort<\/strong><\/h2>\n\nLosing someone early costs more than it seems. Gallup estimates that replacing an employee can cost between one-half and two times their annual salary<\/a> once recruiting, onboarding and lost productivity are added up.<\/p>\n\nA replacement guarantee takes care of the recruiting fee. The rest of that cost goes down only if the handover is solid and the new hire arrives quickly.<\/p>\n\n
Reducing early departures in the first place<\/strong><\/h2>\n\nWhen people leave within a few months, it\u2019s usually for one of three reasons. The job wasn\u2019t what they were told it would be, the offer stopped looking good once they\u2019d compared notes with friends, or they felt left on their own during onboarding.<\/p>\n\n
You can deal with the first two before the offer goes out. Describe the job as it really is, including the dull parts, and compare your offer with our IT salary benchmarks for Belarus<\/a> so it holds up after the first few months.<\/p>\n\nThe third is about the first 90 days. Plan the onboarding properly and schedule check-ins at 30, 60 and 90 days. Of the three, the 30-day conversation is the most useful, because there\u2019s still time to fix whatever isn\u2019t working.<\/p>\n\n
Companies in the High-Tech Park have one more option. HTP residents<\/a> are allowed to sign non-compete agreements with employees, as long as they pay compensation for the period the restriction applies. Such an agreement can keep a former employee away from competitors for a while, but it can\u2019t stop them from resigning in the first place.<\/p>\n\n \n \n \n\t\t\t\t \n FAQ<\/h2>\n <\/div>\n\t\t\t\t \n - Can an EOR employee in Belarus quit immediately?<\/a><\/dt>\n
No. During probation, they have to give three days\u2019 written notice. After probation, someone on an indefinite-term contract gives a month\u2019s notice unless you both agree on an earlier date. Someone on a fixed-term contract can only leave early by agreement or for a valid reason.<\/p>\n<\/dd>\n
- Do we keep paying the EOR during the notice period?<\/a><\/dt>\n
In most cases, yes. The employee is still working and still on payroll until the last day, so the salary and the EOR fee continue until then. The last payroll also includes payment for any unused vacation.<\/p>\n<\/dd>\n
- Can the employee change their mind?<\/a><\/dt>\n
If they\u2019re on an indefinite-term contract, yes. They can withdraw the resignation at any point before the notice period ends. The main exception is when someone else has already been formally invited to take the job.<\/p>\n<\/dd>\n
- Does a replacement guarantee apply if we let the person go?<\/a><\/dt>\n
Often it does, as long as the dismissal was for performance. Redundancies and changes to the role are usually excluded, so check the wording in your recruiter\u2019s contract.<\/p>\n<\/dd>\n
- Can a fixed-term contract stop someone from leaving?<\/a><\/dt>\n
It narrows the legal options for leaving early, but it won\u2019t make anyone want to stay. An employee who feels stuck rarely does their best work.<\/p>\n<\/dd>\n
- How quickly can a replacement start?<\/a><\/dt>\n
Expect at least a month after they accept the offer, because most candidates will need to serve notice with their current employer. A runner-up who\u2019s between jobs can start sooner, and a contractor can cover the gap in the meantime.<\/p>\n<\/dd>\n <\/dl>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n
Final thoughts<\/strong><\/h2>\n\nAn early resignation is disruptive, but it\u2019s very manageable once everyone knows their part. Your EOR takes care of the formal exit, your team runs the handover, and the search for a replacement starts the day the letter arrives. After that, put what you\u2019ve learned into the next hire\u2019s first months, for example with a 90-day onboarding plan for remote Belarusian developers<\/a>.<\/p>\n\nIt also helps to prepare before anyone resigns. Teams that keep their documentation current and stay in touch with good candidates from past searches tend to recover from early departures in weeks rather than months.<\/p>\n\n
It pays to read the guarantee terms when you sign with the recruiter, while there\u2019s still room to negotiate them. Find out how long the guarantee lasts, whether you get a replacement or a refund, whether the replacement comes with its own guarantee and how quickly you need to report a departure.<\/p>\n\n What usually hurts most is losing what the person knows. Engineers describe this with the bus factor<\/a>, the number of people who could leave before a project stalls. On small teams, it\u2019s often one, and the notice month is the best chance you\u2019ll get to increase it.<\/p>\n\n Sit down with the leaver in the first few days and agree on a plan. Most people who resign early still want to leave on good terms, and they find it much easier to help when they know what\u2019s expected. The rest of the team will also want to see that someone has the situation in hand.<\/p>\n\n In the first week, make a list of everything the person owns: active tasks, recurring duties, systems, accounts and any knowledge that isn\u2019t written down anywhere. Then put a name next to each item, even if that person is only covering until the new hire starts.<\/p>\n\n In the second week, the leaver writes things down and explains them to others. A recorded screen-share of a tricky system is often more useful than pages of documentation. Whoever is taking over should work alongside the leaver on real tasks during this week.<\/p>\n\n In the third week, the successor takes the lead and the leaver checks their work. Use this week to move ownership of documents, repositories and shared accounts. Google Workspace admins, for instance, can transfer Drive files to a new owner<\/a> before the departing employee\u2019s account is closed.<\/p>\n\n The fourth week is for finishing off: last code reviews, a final check of who has access to what, and arranging for the laptop and other equipment to come back. On the last day, switch off access. The EOR then completes the termination and the final payment.<\/p>\n\n One thing should be settled long before anyone resigns. The employment contract needs to assign intellectual property to your company from the first day. Sorting that out during someone\u2019s notice period is much harder.<\/p>\n\n There will almost always be some time between one person\u2019s last day and the next person\u2019s first. Teams usually cover it by sharing the work out for a few weeks, hiring a short-term contractor for clearly defined tasks, or asking a colleague to take on part of the role. If that last option runs longer than a sprint or two, make sure the extra work is recognized.<\/p>\n\n The quickest fix is often the candidate who came second in the original search. They\u2019ve already met the team and seen the product, and a few months later, some of them are still looking.<\/p>\n\n Begin the search as soon as you have the resignation letter. Whoever you hire will most likely need to give their current employer a month\u2019s notice too, so waiting until the last day can easily mean two months with nobody in the role. A specialized IT recruitment partner<\/a> can restart the search within a few days, beginning with the shortlist from the previous round.<\/p>\n\n You can reuse most of what you prepared the first time, such as the job description, the interview scorecard and the salary range. Go through each of them again, though, in light of what you now know about the role.<\/p>\n\n This is also a good moment to ask whether the role should stay the same. Maybe it needs someone more senior, or maybe part of it should move to another team member. It\u2019s much cheaper to make that change now than after the next hire.<\/p>\n\n Have a frank conversation with the person who\u2019s leaving. Early leavers usually have one clear reason, whether it\u2019s the job itself, the pay, the manager or the first weeks of onboarding, and you\u2019ll want to know which before you hire someone into the same role.<\/p>\n\n Losing someone early costs more than it seems. Gallup estimates that replacing an employee can cost between one-half and two times their annual salary<\/a> once recruiting, onboarding and lost productivity are added up.<\/p>\n\n A replacement guarantee takes care of the recruiting fee. The rest of that cost goes down only if the handover is solid and the new hire arrives quickly.<\/p>\n\n When people leave within a few months, it\u2019s usually for one of three reasons. The job wasn\u2019t what they were told it would be, the offer stopped looking good once they\u2019d compared notes with friends, or they felt left on their own during onboarding.<\/p>\n\n You can deal with the first two before the offer goes out. Describe the job as it really is, including the dull parts, and compare your offer with our IT salary benchmarks for Belarus<\/a> so it holds up after the first few months.<\/p>\n\n The third is about the first 90 days. Plan the onboarding properly and schedule check-ins at 30, 60 and 90 days. Of the three, the 30-day conversation is the most useful, because there\u2019s still time to fix whatever isn\u2019t working.<\/p>\n\n Companies in the High-Tech Park have one more option. HTP residents<\/a> are allowed to sign non-compete agreements with employees, as long as they pay compensation for the period the restriction applies. Such an agreement can keep a former employee away from competitors for a while, but it can\u2019t stop them from resigning in the first place.<\/p>\n No. During probation, they have to give three days\u2019 written notice. After probation, someone on an indefinite-term contract gives a month\u2019s notice unless you both agree on an earlier date. Someone on a fixed-term contract can only leave early by agreement or for a valid reason.<\/p>\n<\/dd>\n In most cases, yes. The employee is still working and still on payroll until the last day, so the salary and the EOR fee continue until then. The last payroll also includes payment for any unused vacation.<\/p>\n<\/dd>\n If they\u2019re on an indefinite-term contract, yes. They can withdraw the resignation at any point before the notice period ends. The main exception is when someone else has already been formally invited to take the job.<\/p>\n<\/dd>\n Often it does, as long as the dismissal was for performance. Redundancies and changes to the role are usually excluded, so check the wording in your recruiter\u2019s contract.<\/p>\n<\/dd>\n It narrows the legal options for leaving early, but it won\u2019t make anyone want to stay. An employee who feels stuck rarely does their best work.<\/p>\n<\/dd>\n Expect at least a month after they accept the offer, because most candidates will need to serve notice with their current employer. A runner-up who\u2019s between jobs can start sooner, and a contractor can cover the gap in the meantime.<\/p>\n<\/dd>\n <\/dl>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n An early resignation is disruptive, but it\u2019s very manageable once everyone knows their part. Your EOR takes care of the formal exit, your team runs the handover, and the search for a replacement starts the day the letter arrives. After that, put what you\u2019ve learned into the next hire\u2019s first months, for example with a 90-day onboarding plan for remote Belarusian developers<\/a>.<\/p>\n\n It also helps to prepare before anyone resigns. Teams that keep their documentation current and stay in touch with good candidates from past searches tend to recover from early departures in weeks rather than months.<\/p>\n\n<\/figure>\n\nKeeping work moving during the notice month<\/strong><\/h2>\n\n
A four-week handover plan<\/strong><\/h3>\n\n
Covering the gap<\/strong><\/h3>\n\n
Speeding up the backfill<\/strong><\/h2>\n\n
Why it\u2019s worth the effort<\/strong><\/h2>\n\n
Reducing early departures in the first place<\/strong><\/h2>\n\n
FAQ<\/h2>\n <\/div>\n\t\t\t\t
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Final thoughts<\/strong><\/h2>\n\n