Skill at working in rapidly changing environment and prioritizing assignments with competing and constantly changing priorities: The nature of my work REQUIRES it, and I'm accustomed to simultaneously handling multiple projects (often controversial and/or of great complexity) with conflicting deadlines. For example, changing a salary range typically has a domino impact on recruitment, benefits, merit budget, and potentially, might produce pay inequities (race, sex, etc.), and possibly, EEO claims, and I've always handled these events concurrently, and successfully!

Bottom line, I focus on employee and organizational performance, not behavior. As validated by volumes of case law, and the “at-will” doctrine, an “employee” is not under any obligation to “like” their boss or employer, or to “feel” good about any aspect of their employment. Likewise, the employer is not under any obligation to “like” its employees, or to provide health benefits, fitness facilities, transportation services, etc. The “work” is performed within the context of an “adult-to-adult” professional relationship, not “parent-to-child” or “husband-to-wife” or “best friends” or any such affirmation. Although a “positive and productive work environment” can be emotionally satisfying for many employees, the “character and scope” of the work environment is not emotionally-based, but strategically designed (sometimes with air conditioning, van pool services, valet service, wellness facility, daycare, cleaning services, etc.) to maximize employee productivity for the production of products and/or for the effective delivery of services to clients and customers. However, in contrast to the aforementioned, my management style is not stoic, and I consistently encourage all management and staff to enjoy their jobs, to recommend improvements when appropriate, and to have fun in the performance of their essential job functions - while being compliant with employer policies, procedures, and employment law. It's my practice to guide and counsel senior management and staff in the aforementioned, because failure to focus on the strategic performance of business unit objectives typically results in "individual" and/or "organizational" complaints (i.e., Title VII, ADEA, AA/EEO, etc.) in one or more of the following three-(3) areas: a. Compensation and Benefits – perception of being under-compensated; increase in the cost of health care and/or reduction in health care services; pension and deferred compensation; b. Employee / Labor Relations – perception of inequitable treatment; tenure; employment status; discipline; sexual harassment or abuse; discriminatory practices; or inequitable compensation; c. Negligent Management – Poor leadership; discriminatory practices; incompetence; lack of job knowledge;

Again, I focus on employee and organizational performance, not behavior. My management style is equally candid and positive, and extremes in performance are counterproductive to the achievement of strategic business unit objectives:

• Employees are not compensated to “feel,” or to be “emotional,” or to be overtly “altruistic” at the employer’s expense, or to be “narcissistic” for their own betterment.

• Employees do not come to work to “feel” good, but to be compensated in return for work “performed,” because in the absence of compensation, employees would not report to work.

"Trip has demonstrated a thorough knowledge in the human resources field. His ability to deal with the issues is reflected in how he has handled difficult situations for the Plant Services Department. He is able to support the employee's position and maintain a strong representation of this institution's policies and goals." Rich Palestro, Director of Plant Services, National Jewish Center for Immunology and Respiratory Medicine

Please see "Scope of Candidacy" for a general overview of my supervisory experience with staff, and to discover the character of positions that reported to me.

• Promoted 60% of all employees who immediately reported to me.

• Have never terminated any of my reports for cause.

A. Specific challenge (What was changing): In 2021, a Reynos.com client was experiencing disciplinary problems with ten-(10) employees working for a non-union manufacturing company with a total employee population of only fifty-seven-(57) employees; and the absence of discipline, including job standards and clearly defined management hierarchy, revenue streams were declining and customer and vendor relationships were routinely compromised.

Outcome (What did I deliver): I wrote an Employee Handbook which detailed employer policies and procedures, including progressive discipline and all related management hierarchy; created and/or updated all job descriptions; wrote job standards that reconciled with all essential job functions AND the employer's strategic business unit objectives; implemented the aforemention via on-site employee meetings and related training seminars; placed one-(1) employee on progressive discipline for failure-to-perform and provided additional training that enabled employee to eventually and consistently meet all performance standards; terminated one-(1) employee for failure-to-perform. Revenue streams increased to record highs and all employee disciplinary problems were eliminated.

B. Specific challenge (What was changing): In the mid-1990s at National Jewish Center, with the recent passage (July 26, 1992) of the Americans with Disabilities Act, various civil and human rights groups elected to use the Center as a testing ground [Translation: Media Event] for this law, specifically, gaining access to medial facilities who (they knew) had not yet had time to make their facilities accessible to disabled applicants and/or employees through various accommodations, such as converting or expanding doorways, hallways, and ramps to make them more accessible. In particular, the human resource department was located in the worst possible location: a freestanding building (which was originally a large one (1) family residence) that was ONLY accessible to persons who could walk (there were no ramps), and the building had extremely narrow hallways.

C. Specific challenge (What was changing): In the late 1980s, at the City of Dallas, in an effort to attract more business, the Department of Convention and Event services sought the creation of a new class of (Trade Show) electrician [staffed primarily by card-carrying, free-lance IBEW members] with a higher salary range than regular full-time electricians. Notably, the HR department (specifically, me and my immediate staff) did not support the creation of the Trade Show Electricians, and advised against doing so in writing. However, internal politics overrode our counsel to avoid a likely employee grievance or class action. Ultimately, regular full-time electricians perceived the creation of the Trade Show Electrician as a salary inequity and, as expected, they pursued both grievance and class action.

D. Specific challenge (What was changing): In the early 1980s at Allstate Insurance Company (9,000 employees; Irving, Texas zone office; 60,000 employee worldwide), all manually retained customer files (approximately 1 million) were scheduled for conversion to optical. As the Operations Supervisor immediately responsible for a records area staff of eleven, I was directed to transition all of my staff into new or existing positions in other departments within 30 days.

Outcome (What did I deliver): I transitioned all of my staff to new or existing positions in other departments within one (1) week! I received positive recognition from my immediate management for my zest in completing the project before the deadline, and for eliminating the need to RIF any employees. Notably, I am accustomed to completing my objectives below budget and ahead of schedule!

Action Plan: Look Before Leaping!

A. After receipt of written confirmation of employment, and before my first on-site day of work, I will immediately request delivery of or access to the following information:

1. A copy of all position classifications (job descriptions), job standards, and performance appraisals (and date of next review) for all employees who will report to me.

2. A copy of the current and proposed (if available) budget for my division of the HR department, including a detail of all outsourced work, personal services contracts, vendors, etc.

3. A copy of all salary schedules, and salary administration policies, practices and procedures

4. An off-site HRIS sign-on I.D. (if possible)

5. A copy of the most recent (if any) needs-assessment [Report Card] on the operation of the HR department

6. A copy of all position classifications for all department directors and senior staff, including organizational charts

7. A copy of all pending ER cases and employee-related litigation particular to my division of human resources

8. A copy of the current and proposed fiscal year objectives for all departments

9. Answers to the following questions about health benefits:

b. What are the top 10 health claim expenses? Are cost containment controls in place that have restrained or reduced these expenses? If so, please detail these controls.

c. When was the last benefit needs assessment conducted?

10. A scheduled meeting with the IT director to determine system strengths, limitations, outlook, etc., and to determine HRIS capacity

11. After review of the aforementioned data and communications, schedule a 60 minute meeting with my immediate manager as soon as possible after my first full week of employment:

2. To propose and gain approval to measure [i.e., report cards] all line departments on how well senior managers and department directors manage their human resources;

3. To present and, if possible, acquire approval of my strategy/philosophy for managing compensation and for managing position classifications;

4. To present and, if possible, acquire approval of my strategy/philosophy for evolving health benefits.

Note: When provided with an interview, I will freely discuss the strategy/philosophy behind the above exhibit and a proprietary proposed exhibit.

B. First day of work: I'll conduct a 60 to 90 minute all department staff meeting: to present myself and to detail my management style; to provide at least an initial 30 minute Q & A period; to determine the frequency of existing or for future all department staff meetings; to announce one-on-one job audits I'll personally conduct during the first week of my employment (where I will actually perform some of their essential functions); to discover the immediate work priorities and concerns of staff and project timelines to research, analyze, and resolve major projects; and finally, to inform staff of my practice of providing to all staff and their immediate family a free summer and free winter holiday movie [Note: This is nothing new for me, I've always treated my staff to the "biggest" blockbuster movie of the summer and winter because I'm a big film buff!] Purpose: To orient staff to a objective oriented, very energetic management style that consistently approaches the work effort with vitality, fun, and a competitive desire to smartly produce work of the absolute best quality imaginable, in the shortest amount of time, with the lowest possible cost impact.

C. Before the conclusion of my first week of work I'll have conducted a 60-minute job audit on all positions in the HR department. Purpose: To acquire an immediate subject matter knowledge of the key essential functions performed by staff, and in anticipation of recommendations from staff on the evolution of their jobs.

D. Before the conclusion of my first week of work I'll have scheduled and/or conducted one-on-one meetings will all peer department directors and their senior staff. Purpose: To begin the process of evolving human resource operations, as necessary, in order to convert inefficiencies and inequities in line operations into efficient or new revenue streams.

E. At the conclusion of my first full week of work, I'll provide my immediate manager with an anal retentive "hit list" of what hasn't been achieved, what needs to be achieved, and a measurable and achievable timetable for completing all objectives. Purpose: To validate planned evolution in job responsibility, complexity and compensation for my immediate staff; and through shared measures, to produce a measured increased in performance for all employees.

Employee Relations: I've managed the investigation of numerous employee relations issues (sexual harassment, racial discrimination, theft, AIDS/HIV, etc.) between staff and management in different departments, at all levels, with or without regard to Title VII or other employment related laws. Notably, working across boundaries with ER issues is frequently associated with the greatest amount of internal politics and, in an attempt to exert total control over their satellites of power, senior executives often attempt to prevent, delay, manipulate, coerce, or force their perceived scope of ultimate control. Proudly but humbly, I've consistently been able to wield ultimate success because, appropriately, I have greater knowledge of employment laws, case history and practical experiences in HR that empower me with more insight, and I perform with reason, not emotion. Again, it is with good reason that I've never lost a decision to the EEO, and that I've won 100% of all unemployment claims resulting from involuntary terminations I've directly initiated; and I've won 90% of all other unemployment claims!

Training and Development: Through the existence or absence of training, line departments will typically hold a high or low assessment of HR. This is particularly true of how HR handles the training and orientation of all staff in regard to: recruitment processing, HRIS administration, salary and benefits administration, and payroll. The old cliché remains true: Never mess with someone's money! Consequently, HR must ensure the timely and accurate training of internal and line department staff responsible for the accurate data entry of employee information that impacts pay at any time during the active life of the employee [hire, active, terminated, retiree]. For management, staff training in safety and ER issues also holds high priority.

Position Classification and Compensation: I've successfully engineered departmental reorganizations which required measuring and giving value to positions between similar and dissimilar departments while carefully avoiding pay inequities. Unfortunately, I've frequently corrected the mistakes of HR consultants (Hay, A.Anderson, etc.) because they typically fail to measure and anticipate the impact of their recommendations across boundaries within the organization. I look before leaping.

HR Communications: I've communicated human resource and administrative policies across all boundaries within the organization via on-site presentations, memorandum, newsletters, internet/intranet, and to external audiences as well (candidates, vendors, clients, media relations, etc.). Plus, I've conducted, assessed, and strategically implemented the results of employee engagement surveys.

Team Building: As addressed previously, to achieve employer goals and objectives, working across boundaries also requires generating consensus and team building, and to support team building objectives I've implemented industry standards approved by senior management, and the results of employee engagement surveys. I've worked with hundreds of managers and staff to successfully achieve consensus (through leading, managing and participating) in all HR areas for over 27 years!

-----Original Message-----From: Hargrove, Charles C.
Sent: Friday, May 16, 2003 9:48 AM
To: Reynolds, Trip
Subject: RE: Principal Class/Position Descriptions

Trip,Thanks for the prompt response. Charlie

-----Original Message-----

From: Reynolds, Trip
Sent: Friday, May 16, 2003 11:41 AM
To: Hargrove, Charles C.
Cc: Weinstein, Lita
Subject: RE: Principal Class/Position Descriptions Hello, Charles:As requested, the subject items are attached.

Have a great day!Trip Reynolds
Human Resources
Denver Public Schools

Example 3		Example 4
At DMFCU I proposed, designed and distributed a training tool to communicate customer/member service protocols. Laminated copies of the following document were placed on the desks of ALL employees.		At the City of Dallas, to train, monitor and evaluate staff performance, I created and required my staff to complete a Quality Control Checklist before sending or distributing any correspondence from my division.