Schaumburg found that within 5 years, 60% of its leaders would be eligible for retirement, 82% in one department.  High costs for training and bad hires led the village to develop current employees rather than seek outside hires.  The process involved assessments, self-assessments, coaching, and questionnaires.

This process has resulted in many possible successors staying with the village instead of leaving for other opportunities.  Further, several potential candidates moved into the roles they were training for and had short ramp-up times.  Finally, no candidates considered potential for a position have left the village in search of other employment opportunities.

This case study was nominated for ICMA's Annual Awards Program.