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Corporate
Consulting Services
 Remaining ahead of
the curve in the 21st century means retaining the talent of
mature, experienced employees at the same time that younger
employees are recruited and encouraged to pursue excellence and
embrace opportunities as they build their careers. Our
SeniorThinking team works with organizations to enable them to
meet these seemingly contradictory goals. Because each
company has its own corporate culture, linking senior-friendly
concerns to each company's mission and values is essential.
Our consulting services are
customized to each organization and depend on the unique mission
and goals of each company. The examples below will
illustrate some of our past projects:
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Problem: A
fifty-four-year old high performer was passed over for a
position as head of a project team. This began a steady
decline in his performance at the company. Solution:
Upon discussion it became obvious that the
employee had been passed over because his manager assumed
that he was just waiting to retire. In a subsequent
discussion with his manager, the employee expressed his interest in taking
on more responsibility and continuing his tenure with the
company. When another related project management
position became available, he moved into that position.
He is again an effective contributor to the company.
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Problem: A company
applied for one of the "Best Companies..." awards.
While they were one of the 100 best companies, they did not
receive as high a rating as they would like. Solution:
The company did not do an effective enough job of
articulating their very impressive programs for older
employees. Their new focus involved describing
programs differently in their reports, as well as doing a
better job of broadcasting their programs and focusing on
mature employees in their newsletters, websites, and other
communications.
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Problem: A global
manufacturing business headquartered in the US was having
particular difficulties with a plant in China and needed to
solve their challenges immediately so that they could meet
production demands. They decided to send an American
manager to China on an international assignment.
Solution: A fifty-eight year old manager was
selected to manage the plant. He had been in China on
another project thirty years earlier. Nonetheless, it
was felt that his age, previous experience in China, and
product knowledge would uniquely qualify him for the
position.
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