Personally responsible for writing over 7,200 job descriptions/position classifications for employee populations ranging from 45 to 60,000 in multi-site, multi-state, U.S. domestic and international locations, for inside and outside environments, from labor to senior executive, including general office, construction, repair, fabrication, utilities, executive management in aerospace, public education, financial services, health care, gaming, IT, retail, manufacturing, municipal government, property/casualty insurance, and broadcasting. Equally important, prior to writing and approving job descriptions, in order to validate the accuracy of job descriptions, I personally conducted over 3,500 job audits. How to Write Job Descriptions (Download)

THE EVOLUTION OF JOB DESCRIPTIONS
Throughout his entire HR career, Trip Reynolds has been immediately responsible for capturing and
managing the evolution of work! Review randomly selected work product is presented below, all written by
Trip Reynolds in compliance with each employer's formatting requirements, policies, and relevant employment law.

• Notably, my knowledge of individual position classifications is increased to over 10,224 positions, an increase of over 42%, by including my responsibility for approving positions created by my immediate reports and line departments. As a consequence of my extensive knowledge of jobs, it is unlikely that an employer will have position classifications for which I am not immediately familiar. The aforementioned statement is not made from conceit, or as a challenge, or to be confrontational. On the contrary, I am encouraging your awareness of my robust knowledge of organizational dynamics and job design as an immediate and long-term benefit to my future employer. Why? Proudly but humbly, years and years before the terms "leadership development, performance management, executive coaching, and employee development" inked their way into the ever trendy milieu of corporate America, I'd spent a great deal of time correcting the mistakes of so-called Johnny-come-lately O.D. (organizational development) guru's and HR consults who don't have anywhere near my scope of knowledge regarding organizational design and the integration of essential functions (jobs) through lateral and vertical position hierarchy.

A critical measure to determine the proficiency of a senior human resource professional comes from identifying the existence of a "hands-on depth of knowledge," a subject matter expertise of exactly what it takes for employees to perform their essential functions. This is NOT guesswork! It's common sense: How can you expect to "lead" an organization's human resources if you don't know exactly what, how, and why your human resources are doing what they do? For example, given metro Denver's recent water shortage, it would be advantageous if the top human resource executive responsible for the design of position classifications, recruitment, and compensation of water utility, waste water treatment, and water purification staff held an immediate knowledge of how employees distribute water, how employees treat waste water, and how employees purify water. I have this knowledge.

I bring a robust knowledge of position management to my employer, and I can effectively consult with line departments in this regard or, if appropriate, effectively delegate and knowingly monitor subordinate HR management in all operating areas.