<p>As IT pros, we deal with the tech side of a company, but the line between those tasks and personnel issues can be very faint. Here's a story of when I made an assumption based on established patterns and kicked up a mess of an employee departure.</p><p>At the time of this story, I worked in IT for a 150-person wholesale travel company. The majority of the employees were reservation agents in their early- to mid-20s, most of them female, and office romances were not forbidden. You can imagine the drama that ensued on a regular basis, which was a source of vicarious entertainment for those of us doing routine IT tasks.</p><p>[ Pick up a $50 American Express gift cheque if we publish your story: Send it to offtherecord@infoworld.com. | Get a dose of workplace shenanigans -- follow Off the Record on Twitter. | For a quick, smart take on the news you'll be talking about, subscribe to the InfoWorld TechBrief newsletter. ]</p><p>A revolving doorBut I digress. This story is about those of us -- well, yours truly -- who managed the tech side of these employees' comings and goings. Due to a combination of youth, mediocre pay, low work ethic (of some), and office romances, we saw significant turnover from month to month. It wasn't unusual in a two-week period to add five or six new employees, while also removing just as many from the various systems.</p><p><a href="http://www.infoworld.com/t/it-jobs/thats-why-you-dont-send-in-it-do-hrs-job-228832">Keep reading...</a></p>