Community Colleges were thrust to the forefront to develop, train, and re-train American workers for an altered labor environment. This occurred at a period of time when community colleges experienced their own reductions in workforce due to retirements. The business industry had long been a consumer of succession planning which utilized the planning to engage, retain, and directly appoint successors to executive positions when vacant. As the corporate community adapted the ability to plan, succession planning was encouraged and also questioned if community colleges could grow and develop their own talent from within to fulfill the voids faced as a result of mass retirements. This study explored the impact of succession planning on employee engagement and retention of administrators within an Illinois suburban community college. The intervention, succession planning, was examined for the impact on employee engagement and retention. This study, through a quantitative quasi-experimental design, measured data gathered from employee engagement reports and historical retention data. Data were also obtained from pre- and during-intervention Likert-type surveys completed by the convenience group of participants. Succession planning was found to have had no statistically significant impact on neither retention nor engagement levels of administrators from pre to during the implementation of the succession plan.