Assisting employees to explore internal job switches rather than leaving an organization is a positive measure aimed at enhancing employee retention and job satisfaction. This article describes how a municipal county government used J. L. Holland's (1 992) occupational classification system to help employees achieve congruence between their interests and their job requirements.

Henrico County General Government borders the city of Richmond, Va., to the west, north and east. It constitutes approximately one-third of the Richmond metropolitan area and employs more than 3,900 full-time employees working in more than 30 agencies. Department heads are appointed by the county manager, with the excep tion of the elected constitutional officers. In 2001, the county achieved recognition as having the lowest overall tax rates of 13 urban cities and counties in Virginia. It was also one of the first counties in the nation to achieve a triple-A rating on water and sewer bonds. The county has always been progressive and consistently innovative, having earned numerous National Association of Counties (NACo) Achievement Awards through the years.Henrico County, Va., implemented a succession management initiative to address two concerns: 1) the loss of intellectual capital in key positions as upper managers become eligible to retire in record numbers, and 2) the decreasing number of younger adults in the workforce available to develop the skills necessary to move into higher-level positions. The program consisted of two phases. Phase One taught super visors how to guide employees through a professional development process using individualized learning plans. Phase Two provided information to upper managers on strategies for developing subordinate managers for the purpose of planning for succession.In both phases, the individualized learning plan form was offered as a practical developmental tool. It includes sections for identification of strengths, weaknesses, goals and strategies. Supervisors were taught how to guide developmental conversa tions with their employees.Upper managers were taught the five steps of an effective succession manage ment program: 1) identifying key positions for succession; 2) identifying competen cies of key positions; 3) developing employees; 4) assessing results of development; and 5) evaluating the program. They were given tools for employee development that addressed the unique learning needs of managers.