Expanded Resume of Trip Reynolds ©2017

All rights reserved. All content, all work-product is original and conceived and designed by Harold (Trip) Reynolds. Absolutely no part of this document, including content produced via proprietary work-for-hire agreements with various employers or clients, may be released, used, reproduced or distributed in any manner whatsoever without prior written permission from the copyright holder(s).


OBJECTIVE OF THIS WEB SITE: In anticipation of your questions and your need to validate my skills, knowledge, and proficiencies, this is an expanded resume, which includes examples of my actual work product (documents, graphics, photos, audio, video, web content, brochures, policies, analysis, etc.). Most importantly, this expanded resume DOES NOT REPLACE THE TRADITIONAL ONE-PAGE RESUME - which you can download by clicking here or downloading other versions provided below.

TO SIMPLY OBTAIN A COPY OF MY STANDARD RESUME AND REFERENCES, PLEASE DOWNLOAD THESE DOCUMENTS BY CLICKING THE FOLLOWING LINKS:

  • TO DOWNLOAD MY RESUME ONLY, CLICK HERE.
  • TO DOWNLOAD MY COVER LETTER, RESUME, AND ABRIDGED REFERENCES, CLICK HERE.
  • FOR AN EXECUTIVE SUMMARY, CLICK HERE.
  • TO DOWNLOAD A POWERPOINT PRESENTATION, CLICK HERE.

OF COURSE, PLEASE CONTACT ME FOR ADDITIONAL CLARIFICATION. I CAN VALIDATE EVERY DIMENSION OF MY PROFICIENCIES IN HUMAN RESOURCE MANAGEMENT.

This expanded resume is only offered to expedite the recruitment function by providing answers to questions that cannot be provided via a one-page "sampler" resume. As you know, commercial artists, models, and photographers "must" present their portfolio to validate their proficiencies before potential clients and employers. Likewise, my objective with this web-based "portfolio" is to enable potential employers to validate before hire, with examples of my actual work product, that I have the required skills, knowledge and proficiencies in all HR disciplines; proving I can do exactly as stated in my traditional 1-page resume.

By the way, please keep in mind - there’s absolutely no such thing as overqualified or under qualified; these terms are historically used to intentionally discriminate against women, minorities, disabled, and persons over 40 years of age.  For example, if an unemployed single-White-female with 20 years of accounting management experience (who also holds a CPA designation) seeks employment in a non-management level Accountant I position (because she needs immediate and stable WORK to feed her family), it would be blatant "insubordination" for her to perform work beyond the scope of the essential job functions for the Accountant I position. Likewise, if she performs less than required, she would be terminated for "failure to perform." Clearly, the employer defines the essential job functions to be performed and the value of its job in the marketplace – not the employee.  So, although the candidate/employee clearly has job knowledge and proficiencies beyond the scope of the Accountant I position - she's NOT going to use this knowledge because the employer did NOT hire to use it, and the employer is NOT paying her to use it!  There's no such thing as under/over-qualified.  Like everything else in life, you pay for ONLY what you want, and you get ONLY what you pay for. In this regard, as demonstrated by my actual work product included with this expanded online resume, its my practice to immediately deliver the HR skills, knowledge and proficiencies to successfully meet your expectations! I'm seeking immediate employment.

THANK YOU FOR CONSIDERING MY CANDIDACY!



TABLE OF CONTENTS

Cover Letter

Resume

Letters of Recommendation

References (Download)

Facts About My Candidacy: An Overview

Diversity / AA / EEO / ADA

Media / Community Relations

Recruitment and Selection


Position Management
(Classification & OD
)

Job Descriptions

Compensation


Performance Management

Employee Relations


Employee Benefits


Wellness Program

Safety / Risk Management


Retirement


Training


Communications


International Focus

 

Team Building

• Recruitment
• Fund Raising / Community Involvement
• Employee Participation
• Personnel Rules/Employee Handbooks

Position Sensitivity and Background Investigation

Questions and Answers
(Essays)

Profiles of HR Skills (Downloads)

• Profile-Health Benefits and Retirement Plans

• Profile-Communications

• Profile-Comp & Benefits

• Profile-Compensation

• Profile-Sales Assessment

• Profile-Global Compensation

•Profile-Organizational Development

• Profile-Employee Relations

• Profile-International

• Profile-Legal

• Profile-Project Management

• Profile-Training & Development

• Profile-Work Environment

Commitment to Personal Health
and Fitness





CLICK THE ABOVE IMAGE TO VIEW QUICKTIME® VERSION OF THE ABOVE POWERPOINT PRESENTATION,
OR TO DOWNLOAD THE ABOVE POWERPOINT PRESENTATION, CLICK
HERE.

Hello!

The best way, and the most accurate way to "brand" my candidacy, is without any false bravado, just the facts:

FACTS ABOUT MY CANDIDACY - AN OVERVIEW
• Created/recruited over 50,000 jobs.
• Conducted performance management (reviewed and approved) over 443,810 employee performance evaluations!
• Lead and validated a 68% drop in health claims by health promotion program members vs. a 79% increase in health claims by non-members.
• Diverse HR experience in public/private sector, profit/non-profit, union/non-union, multi-site/multi-state, and international environments.
• Diverse HR experience in aerospace, public education, financial services, health care, gaming, IT, retail, manufacturing, municipal government, property/casualty insurance, broadcasting, and HR Consulting.
• Produced (filmed and edited) and broadcast over 35,760 hours of community-based content.

• Never used any sick days.
• Never filed any health claims.
• Never lost a decision to the EEOC.
• Won 100% of self-represented unemployment claims.
• Managed comp programs from $1 million to $507 million!
• SME in proprietary HRIS.
• SME in all HR communication methodology, including HTML.
• Evaluated over 7,000 jobs.
• Wrote over 7,200 job descriptions.
• Wrote over 3,000 policies; wrote dozens of employee handbooks.
• Conducted over 3,500 job audits.
• Created over 2,500 salary schedules.

Again, the best way, and the most accurate way to "brand" my candidacy, is without any false bravado, just the facts. I've consistently performed as the "key" player in guiding senior management on how to identify and convert inefficiencies and inequities in line operations into efficient or new revenue streams. Here's a more thorough overview of some key advantages of and what can you expect from my candidacy:

1. Extensive experience directing/managing all aspects of position management: evaluated over 7,000 jobs, wrote over 7,200 job descriptions, conducted over 3,500 job audits, created over 2,500 salary schedules, established job standards and reviewed performance appraisals for over 443,810 employees, created and/or recruited for over 50,000 jobs in private/public sector, profit/non-profit, union/non-union and multi-site/multi-state and international environments, which includes aerospace, public education (K-12), finance, health care, gaming, IT, retail, manufacturing, municipal government, property/casualty insurance and HR consulting. The average employee population I've serviced is 9,611, and has ranged from less than 100 to over 60,000. Plus, I've designed, managed and disseminated all communications (recruitment advertising, employment policies, brochures, manuals, web site, etc.) associated with each HR discipline. Without regard to the industry, my candidacy represents a tremendously diverse reservoir of knowledge about work and OD, and I'm accustomed to working productively and successfully within highly charged, deadline-oriented, extremely dynamic environments:

• the world's leading producer of navigation charts and related services for aviation, marine and rail;
one of the largest (46th) public school districts in the United States;
the #1 respiratory medical research center in the United States;
the nation's eighth largest municipal government [during my employment with the City of Dallas, it held the longest continuous Aaa rating from Moody's (since 1973) and AAA from Standard & Poor's (since 1978) of cities with populations of more than 400,000];
the second and twelfth largest property/casualty insurance companies in the United States.

2. Extensive experience managing Employee/Labor Relations: includes writing original or revising existing polices, administrative directives, disciplinary letters, procedures, protocols, and responding to EEO claims, JCAHO (health care) policy, diversity management (AA/EEO/ADA in EEO-1, EEO-4 and EEO-5 environments), VETS-100 and all related report writing (deferred comp, Form 5500, OFCCP, etc.). I'm accustomed to developing consensus on diverse issues through team-building.

3. Subject matter expertise in analysis and design of health benefits management and delivery systems, and deferred compensation: [401(k) and 457 plans], and self-funded health care plans, with an emphasis in cost containment. Negotiated and managed all health benefits; reduced expenses by 50%; validated a 68% drop in health claims by health promotion program members vs. a 79% increase in health claims by non-members. Designed a proprietary health benefits delivery system that reduces both employer and employee health care costs by 25% within twelve months of implementing my proprietary health benefit matrix, and produces another 25% reduction with 18 months, and continues producing on-going savings - with absolutely no reduction in the quantity or quality of health benefit services - and I can prove it!

4. Guru-level expertise in all dimensions of job design and position management, including but not limited to organizational development/change management, job evaluation (Hay, FES, ranking, slotting, forced distribution, cluster, job pricing, etc.), salary surveys (local, regional, national, international), equity analysis, executive compensation, sales incentive plan design, legal compliance (FLSA, etc.), and pay for performance systems.

5. Extensive experience directing/managing all aspects of employee compensation: programs ranging from less than $1 million to $507 million in salary expenditures, while consistently approaching HR as an enterprise function, with a competitive desire for achievement. Designed an original compensation strategy that (1) increased employee pay, (2) placed employees in a much more competitive position in the market, (3) had $0 cost of implementation, (4) eliminated the salary cap for 48% of employees who had reached their salary grade ceilings, and (5) upon implementation, saved the employer more than $7.5 million dollars over a period of five years! Notably, I hold subject matter expertise managing HRIS (ADP, Lawson, JDEdwards, Microsoft's Great Plains, etc.) to achieve data management objectives!

6. Subject matter expert in AA/EEO/ADA/Diversity: Given concerns on allegations of pay-based discrimination, I've never lost any decisions to the EEOC (having personally handled just under two dozen). Notably, I achieved this accomplishment without the use of legal counsel. [Sample EEO decisions are available upon request.] Plus, I've won 100% of all unemployment claims resulting from involuntary terminations I've directly initiated, and won 90% of all other unemployment claims!

7. Robust management of recruitment and selection: designed selection assessment instruments in compliance with the Uniform Guidelines on Employee Selection; managed an annual applicant volume of 4,000 plus 100 placements via a temporary employment pool (profit and non-profit); recruited national and internationally, placed foreign nationals and managed J1, H1 Visa, (I have an active and current U.S. Passport), managed corporate relocation program; and conducted targeted AA/EEO/ADA/Diversity recruitment.

Yes, I've: revised dozens of employee handbooks; revised hundreds of compensation and benefits polices; introduced original job evaluation tools and created new job description formats; completed thousands of major salary surveys; managed and conducted job audits for over 200 positions; designed, evaluated, compensated, and managed performance management for all positions in an aerospace, public education (K-12), finance, health care, gaming, IT, retail, manufacturing, municipal government, and property/casualty insurance environments. Yes, I've: identified salary inequities in acute nursing; analyzed and restructured corporate-wide IT functions in every environment where I've worked beginning in 1977; managed and conducted job audits for over 200 positions in less than two-(2) months; designed and installed an intranet web site for subsidiary compensation services (Jeppesen) that's 8 times more efficient than a similar site managed by the parent corporation (Boeing); compiled and validated merit ratings, merit increases, and bonuses for over 1,400 employees; wrote and implemented Sales Incentive Plans for both U.S. domestic and international sales staff; identified major deficiencies in corporate-wide sales and marketing strategies; wrote a white-paper to prompt the evolution of product management and sales practices, and the reengineering of related compensation; and created new career series for product managers, program managers, human resource generalists, and contract administrator positions. Yes, I'm particularly accustomed to providing HR consulting services to senior executives on organizational development, compensation, health benefits, employee relations, recruitment, and job design.

For an example of how I use position management to produce opportunities that dynamically increase sales and marketing, in this case, anchored to customer and actor Harrison Ford, please click the aforementioned actor's name. For examples of additional work product, please feel free to review actual work product on this web site, and downloadable "Profiles" of my HR proficiencies.

You will find me to be one of the most energetic people you'll ever meet, and I consistently approach my work effort in the same fashion - 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. This is how I work, how I manage and motivate my staff to perform, and how I build successful relationships with anyone I encounter, both professional and personal! Equally important, you'll also find me to be a very self-motivated individual who manages in reference to "big picture" while also maintaining a keen attention to detail, and a commitment to success.

I'm known for being a very smart, resourceful and consistently high performing "key" player in guiding senior management on HR and organizational development! I'm available for an interview at your earliest convenience. I can handle my own relocation expenses. My resume is attached. Please give my candidacy your highest consideration.

Have a great day!

HR/Resume/sign.jpg

Trip Reynolds


Resume of Trip Reynolds

Scope of Candidacy: Demographics

Work History Demographics: Diverse work experience in public education, finance, health care, municipal government, property/casualty insurance, and part-time humanresource consulting in the finance, gaming, IT, retail, and manufacturing industries.

 

Technical Skills Self-assessment: I make a point of keeping my technical skills as good or better than those of my staff and peers. I maintain an awareness of the evolution of comp and benefit practices, employment law, and computer software, hardware and peripherals. For example, web site design was not my responsibility for my previous employer. However, I volunteered to design the HR department's web site because of the critical need to communicate HR services, and because no other HR staff or management employee had this knowledge. For my own benefit, I trained myself on HTML, and I've been managing web sites for many years.

Reporting Relationships: Beginning in 1977, my primary audience for the delivery of human resources has consistently been the highest level executive responsible for HR, an EVP/COO, or President/CEO, or Boards of Directors (including City Council).

Profile-Work Environment

Management/supervisory: Twenty years of successful experience hiring, training, developing, compensating, disciplining, and rewarding a quality staff of FLSA exempt and non-exempt human resource professionals.

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

• Have never terminated any of my reports for cause.

Trip is not only a friend, but also my mentor and former manager. He is able to adapt and use his expertise in any industry. As a HR Manager, I have worked primarily in the manufacturing and food industry since 1995. I have requested Trip's HR expertise many times and he successfully helped me through many HR situations ranging from employee relations, compensation and training. He has also helped me in starting my own consulting career. I recommend Trip Reynolds to any employer that is looking for a seasoned, proactive and innovative person. You would not be disappointed.
Elizabeth "Liz" Laurel, Human Resources Manager, Pacific PreCut

 

As demonstrated by the exhibit below, which compares the EEO-1, EEO-4 and EEO-5 of three recent public sector employers, I have a demonstrated history of interacting with a functionally diverse framework of senior executives (on average, 7.28% of my primary customers has been executive management). As organizational structures change due to diverse business pressures, market conditions, changes in technology, cultural diversity, RIFs, etc., I'm empowered to succeed due to my success working within many culturally, ethnically, and vocationally diverse environments.

Performance Self-assessment: I am not a negative person. I act positively about meeting my challenges head-on (leading the research and preparing an action plan) and achieving success. If unsuccessful, then I review and evaluate the process. I don't point fingers! I'm very creative in my problem-solving efforts, which includes looking for ways to save money and realize efficiencies with or without "recreating the wheel." If I have any say-so in the matter, I will consistently but diplomatically push to make things better for my employer!

"Thank you very much for taking such an active, enthusiastic role in the four safety seminars provided for office personnel from the Business Operations of Dallas Water Utilities last week. Seventy-eight (78) employees attended the seminars, and I've heard some wonderful comments and compliments. We look forward to working with you again."
Janet Milligan, Prebill Audit and Clerical Support Supervisor, Meter Activities Division, City of Dallas

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!

"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

As presented in the job posting, the Human Resources Director is responsible for directing and administering policies and procedures relating to all aspect of the Human Resource Department's programs and activities. Work involves developing and/or coordinating programs and policies in such personnel components as recruitment, selection, position classification, compensation, employee relations, employee benefits, retirement plans, and training. Presented below are statements that specifically address my skills, knowledge, abilities and experience in successful performance and management of the aforementioned posted position responsibilities.


Resume of Trip Reynolds

 

Diversity/AA/EEO/ADA

Prepared Affirmative Action Plans, compiled data, completed analysis, and implemented AA/EEO strategies [municipal government (EEO-4), health care (EEO-1), financial services (voluntarily, not required), and public education (EEO-5)]:

[The following is a general overview of services performed and products produced. Copies of individual Affirmative Action (AA) manuals are available upon request.]

• Wrote and secured executive approval of seven (7) Affirmative Action Plans

• Disseminated EEO Policy Statement (via Employee Handbook, employer newsletters, etc.)

• Disseminated EEO Policy to civic/community organizations, and local media (press releases, media relations). For example, in metro Denver, Dallas, and Chicago this included regular interaction by phone and/or personal contacts with:

Adults Pre-Employment Training
American GI Forum
Auraria Student Assistance
Bayaud Industries
Boulder County Private Industry Partnership
Chicago Jaycees
Colorado Women's Employment and Education
Co-Op Department of Air Force/Lowry Air Force Base
Denver Boys Club
Denver JobLink
Denver Job Service Center
Denver Police Athletic Club
Disabled American Veterans (DAV)
Emily Griffith Opportunity School
Employability, Inc.
Employment Resource Center - Fitzsimmons
Genesis Jobs, Inc.
Good Samaritan Shelter
Hispanics of Colorado
Job Service of Colorado
Lakewood Job Service Center
Mi Casa
New Beginnings
OSAGE Initiatives
Planner Etc.
Regis College
Salvation Army (Omaha, Denver, Dallas, Chicago)
Seniors! Inc.
Servicios De La Raza, Inc.
South/East Job Opportunities Center
United Way (Denver, Dallas, Chicago)
University of Colorado
University of Northern Colorado Career Services
Urban League (Denver, Dallas, Chicago)
Veteran's Administration Regional Office
Veterans Outreach Job Placement Center
Women's Center - Red Rock Community College

• Identified Problem Areas and Development and Execution of Action-Oriented Programs

• Proposed, Established, and Achieved Community Involvement

• Identified blatant discriminatory practices by the City of Omaha and Cox Communications

• Encompassed Sex discrimination Guidelines, Religion and National Origin Policies

• Compiled, analyzed, verified and communicated Utilization Analysis Exhibits

• Produced Workforce Analysis and Job Titles; EEO-1 Job Categories; Census Code Index; Job Group Dictionary; Department Files, including Unit Supervision; Job Group Analysis; EEO Category Analysis; and 8 Factor Analysis

• Developed and Communicated Goals and Timetables

• Communicated AA/EEO Strategies in the receipt and administration of grants, to Disabled and Veterans of the Vietnam Era; to vendors and contractors, and with HR recruitment:

Position Openings; Advertisements; Use and Selection of Recruitment Agencies; Job Fairs; Targeted recruitment of women, minorities, veterans, and disabled; Uniform Guidelines on Employee Selection; Completion of position validation and selection assessment exercises

 • Cultural Diversity

Identified Foreign Nationals employed/to be employed; Participated in Speakers Bureaus at K-12 public schools; Coordinated AA/EEO strategies for Volunteer Services

• Religious Diversity - Broadcast more original, locally-based and syndicated religious programs than all metro Omaha television stations combined. Counseled employees, management, and community leaders on religious diversity.

• Developed/maintained a Foreign language Directory

Internal: Eleven languages; 14 countries (Europe, Asia, South America, Africa); 25 to 40 employee participants

External: 50 to 100 languages via an external language bank

• Developed/maintained AA/EEO Training and Compliance Programs

• Conducted regularly scheduled (quarterly and/or annual) AA/EEO seminars; Monitored achievement of targeted AA/EEO goals on all management level performance appraisals

SCHEDULE A SEMINAR

SCHEDULE A SEMINAR

SCHEDULE A SEMINAR

WOMEN

THE PROBLEM: Women Don’t Really Matter, and it’s disingenuous to suggest otherwise, especially in Nebraska! The “tone” of the seminar is not negative; it’s factual.

Let’s look at the facts:

EMPLOYMENT - As validated by EEO-4 reports compiled in 2007 by the EEOC, and again in 2011, even though 97% of all state, county and local government jobs in Nebraska that pay over $70,000 a year are held by White people, and 88% of these jobs are held by White men and only 11% are held by White women. Source: http://www.eeoc.gov/eeoc/statistics/employment/jobpat-eeo4/2007/state/Nebraska.html

AMERICAN LEADERSHIP - It doesn’t take a feminist to convince anyone that the gender gap in 21st-century America remains disgracefully wide. In 2014, the U.S. failed to make the top 10 of the World Economic Forum’s list of the most gender-equal countries. Worse, the U.S. lagged behind developing nations — including Burundi, Latvia, Nicaragua and the Philippines — with primary areas of weakness in health and political empowerment. Although women comprise the majority of the labor force in the financial services and health care industries, not a single woman in these fields is head honcho of her company. https://wallethub.com/edu/best-and-worst-states-for-women-equality/5835/

EQUITY - As with all aspects of Affirmative Action and the Equal Pay Act, the overwhelming greatest beneficiary has been, is, and will continue to be White women. Sadly, women of color are noticably absent from executive leadership roles in all private and public sector employers.

MINORITIES

THE PROBLEM: If Black, Native American, Latino, and Asian lives "really" mattered, why do minority lives remain in a constant state of racism and oppression? Given the documented racism and oppression of minorities in Nebraska, isn't it disingenuous to suggest a commitment to egalitarian principles especially in Nebraska, Missouri, Alabama, Illinois, Georgia, Oklahoma, Texas, Minnesota, and Arizona! The “tone” of the seminar is not negative; it’s factual. Consider the following facts:

EMPLOYMENT

NEBRASKA EMPLOYMENT - As validated by EEO-4 reports compiled in 2007 by the EEOC, and again in 2011, even though 97% of all state, county and local government jobs in Nebraska that pay over $70,000 a year are held by White people, on November 4, 2008 White people in Nebraska passed ballot Initiative 424, which eliminated the application of Affirmative Action for all state, county, and local government jobs in Nebraska. White people clearly want to hold the remaining 3% of all state, county and local government jobs in Nebraska that pay over $70,000. Source: http://www.eeoc.gov/eeoc/statistics/employment/jobpat-eeo4/2007/state/Nebraska.html

MISSIOUR EMPLOYMENT - As validated by the U.S. Census, 83.5% of Missouri residents are White; however, as validated by EEO-4 reports compiled for 2011 over 90% of all state, county and local government jobs in Missouri that pay over $70,000 a year are held by White people. Blacks people are 11.8% of Missouri’s population but only 6.5% of state, county and local government jobs in Missouri that pay over $70,000 a year are held by Black people. The “glass ceiling” is alive and well in Missouri, including administration, faculty and staff at the University of Missouri and token EEO hierarchy at the Chancellor’s Diversity Initiative (CDI) Advisory Council. Of course, a direct correlation between population demographics and employment demographics does not have to exist unless, of course, you’re White. Source: http://www.eeoc.gov/eeoc/statistics/employment/jobpat-eeo4/2011/table5/table5_24_missouri_.html

INCARCERATION

NEBRASKA INCARCERATION - Since 2007, Nebraska has held the 1st, 2nd, or 3rd highest Black homicide rate in the U.S., and although Black people represent less than 5% of Nebraska’s population, they represent 25% of the incarcerated in Nebraska’s prisons and jails and are overrepresented. Source: Violence Policy Center, 2014, Black Homicide Victimization in the United States, http://www.reynos.com/BEING-BLACK/FACTS/Black.Homicide.Rate.2015.pdf

MISSOURI INCARCERATION - Since 2007, Missouri has held the 1st or 2nd highest Black homicide rate in the U.S., and although Black people represent less than 12% of Missouri’s population, they represent 39% of the incarcerated in Missouri’s prisons and jails and are overrepresented. Source: Violence Policy Center, 2014, Black Homicide Victimization in the United States, http://www.prisonpolicy.org/profiles/MO.html

EDUCATION

NEBRASKA EDUCATION - White people have consistently been in complete control of all aspects of the public education of Black students in Nebraska for 148 years, but at absolutely no point in the history of Nebraska (before, during or after slavery) has the educational performance of Black students equaled or been greater than the performance of White students. In fact, the Willie Lynch-based disparities are worsening, especially in Nebraska, which is ranked 49th of 50 states for the lowest Black male graduation rate in the United States. Source: Schott Foundation for Public Education http://blackboysreport.org/national-summary/state-graduation-data/

MISSOURI EDUCATION - White people have consistently been in complete control of all aspects (funding, curriculum, districting, staffing, etc.) of the public education of Black students in Missouri for 191 years, but at absolutely no point in the history of Missouri (before, during or after slavery) has the educational performance of Black students equaled or been greater than the performance of White students. In fact, the legacy of Willie Lynch-based disparities continue with Black males having the lowest high school graduation rate in Missouri at 65.7% in comparison to Latino males (76%) and White males (84.5%). Source: Schott Foundation for Public Education; Source: http://blackboysreport.org/national-summary/state-graduation-data/#

For a laundry list of facts particular to Nebraska, go here: http://www.reynos.com/Black.htm


SCHEDULE
A SEMINAR!

Click here.


NOTE:
These are not "diversity" seminars.

FACT: The overall plight of Black people, other minorities, and women has not improved with Affirmative Action, civil rights laws, or diversity. "Diversity" is just a "politically correct" misdirection to indoctrinate, enforce, and maintain White and male privilege. Albert Einstein said it so clearly, "Insanity: Doing the same thing over and over again and expecting different results."

These proprietary seminars (designed for your specific state, city, or company) present a positive solution to end or significantly reduce racism and sexism that’s consistent with employment law, and embraces egalitarian principles that “all lives matter.”

• At Jeppesen/Boeing:

ETHNIC GROUP

ABBREVIATION

#

%

AMERICAN INDIAN/ALASKA NATIVE

 AI

2

0.15

BLACK

 B

46

3.43

ASIAN/PACIFIC ISLANDER

 A

106

7.89

HISPANIC

 H

111

8.27

WHITE

 W

1,078

80.27

TOTAL

 

1,343

100.00

Jeppesen/Boeing Performance Evaluation Analysis for 2005/06

Observation 1: Overall, although Black and Hispanic employees constitute only 11.7% of the U.S. based workforce, 91.22% of all "Moderately Effective" (below standard) ratings are attached to Black and Hispanic employees.  Although Black employees constitute only 3.43% of the U.S. based workforce nearly 60% of all “Moderately Effective” (below standard) evaluations are attached to Black employees.

 

AF

AM

AIM

BF

BM

HF

HM

WF

WM

 

 

2.83

5.06

0.15

1.41

2.01

3.87

4.39

24.9

55.3

100

Not Effective

 

2

 

 

 

 

 

1

7

10

 Moderately Effective

1

3

 

5

9

5

13

30

68

134

 Effective

24

50

1

13

12

37

35

196

447

815

 Highly Effective

13

12

 

1

6

10

11

105

216

374

 Exemplary

 

1

1

 

 

 

 

3

5

10

 TOTAL #

38

68

2

19

27

52

59

335

743

1343

 

 

 

 

 

 

 

 

 

 

 

 

AF

AM

AIM

BF

BM

HF

HM

WF

WM

%

Not Effective

 

2.94

 

 

 

 

 

0.3

0.94

0.74

 Moderately Effective

2.63

4.41

 

26.3

33.3

9.62

22

8.96

9.15

9.98

 Effective

63.2

73.5

50

68.4

44.4

71.2

59.3

58.5

60.2

60.7

 Highly Effective

34.2

17.6

 

5.26

22.2

19.2

18.6

31.3

29.1

27.8

 Exemplary

 

1.47

50

 

 

 

 

0.9

0.67

0.74

 TOTAL %

100

100

100

100

100

100

100

100

100

100

Observation 2: No Hispanic women or men, and no Black men or women are rated “Exemplary.”

Observation 3: The high-end (Exemplary) and low-end of performance (Not Effective) mirror each other at .74 percent.

Observation 4: Women comprise 33.06% of PE participants, and men comprise 66.94% of PE participants.  On average, 32.05% of all women are rated “Moderately Effective,” “Effective,” Highly Effective,” or “Exemplary.”  Conversely, 67.95% of all men are similarly rated.  However, 90.00% of all employees [9] rated as “Not Effective” are male, with only one female so rated.

Assessment: Performance Management is not based on validated job standards, but through highly subjective and inconsistently applied general reviews. Consequently, a high probability of adverse impact to women and minority employees exists.  For example, with regard to Black employees, as validated by case law and independent analysis in other environments, employer is likely engaging in adverse treatment:

1. A June 1999 research study sponsored by the Federal Reserve Board and the Small Business Administration found that even after holding constant all variables, including credit history, White men were denied credit 26% of the time in the three years covered by the study, compared with 68% of Balck men and 52% of Black women. In concenterated markets - cities with fewer bans to apply for credit - the impact on Blacks was worse. Source: The Wall Street Journal, November 23, 1999 by Josha Harris Prager and Paulette Thomas; Professor Ken Cavalluzzo, Ph.D., Wharton School, University of Pennsylvania

http://www.chicagofed.org/cedric/files/II.%20Access%20to%20Credit.pdf

ETHNIC

WOMEN

MEN

TOTAL

ASIAN/PACIFIC ISLANDER

38

68

106

AMERICAN INDIAN/ALASKA NATIVE

0

2

2

BLACK

19

27

46

HISPANIC

52

59

111

WHITE

335

743

1078

TOTAL

444

899

1343

PERCENT

33.06

66.94

100

2.  According to the Agency for Health Care Policy and Research, hospitalized Black patients were less likely than their White counterparts to receive major therapeutic procedures for 37 of 77 conditions (48 percent).  [http://www.ahcpr.gov/research/may98/ra2.htm]

3.  As estimated by the National Institute of Drug Abuse, 12 percent of drug users are Black - but Blacks make up nearly 50% of all drug possession arrests. [The Black and White of Justice, Freedom Magazine, Volume 128]

Recommendation: Discontinue highly subjective and inconsistently applied reviews, and implement performance assessments based on validated job standards.

 

WOMEN

 

MEN

 

 

 

#

%

#

%

TOTAL

Not Effective

1

10.00

9

90.00

10

 Moderately Effective

41

30.60

93

69.40

134

 Effective

270

33.13

545

66.87

815

 Highly Effective

129

34.49

245

65.51

374

 Exemplary

3

30.00

7

70.00

10

 TOTAL #

444.00

138.22

899.00

361.78

1343

PERCENT % AVG

 

32.05

 

67.95

 

 

 

• At Denver Public Schools:

Counseled senior management on the impact of existing or proposed compensation actions involving nine (9) employee bargaining groups on the district's fiduciary responsibilities and requirements under AA/EEO/ADA.

Investigated new and existing salary structures and practices for disparate impact, or other salary-related inequities. Note the following example at right.

Wrote/converted over 700 position classifications into compliance with the ADA.

Discovered the Payroll Department's long-term practice of not paying employees at the rate of pay they agreed to at hire. Wrote an assessment letter that communicated employment law considerations/liability, plus recommendations, which were approved, and implemented new policy.

[Memo to Irv Moskowitz, Superintendent] Trip Reynolds identified the problem and impact of pay practices on employees that are hired at mid year. His analysis of the problem and corresponding recommendation reflects well on his work, as well as his proposed solution which is attached. He has certainly proven to be an asset to the Department.
Johnny Lydia, Chief Personnel Officer, Denver Public Schools

Corrected long-term inaccuracies in the categorization of position classifications for accurate alignment with EEO-5 placement.

• At National Jewish Center: As monitored and approved by the OFCCP, successfully complied with a Conciliation Agreement.

• Examined position classifications (essential functions) to successfully pre-identify potential areas for workers compensation claims, wrongful termination, sexual and racial discrimination, ADA, and harassment issues. Trained and counseled management on non-traditional roles in the recruitment of women, minorities, veterans, and disabled.

• Designed an original selection assessment tool, which was favorably reviewed by the INS and immigration laws attorneys, to critique placement of foreign nationals in executive level positions.

• Successfully responded to a challenge to the Americans with Disabilities Act:

Specific challenge (What was changing): In the early 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, by 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 built in the 1930s] that was ONLY accessible to persons who could walk (there were no ramps), and the building had extremely narrow hallways.

Outcome (What did I deliver): I coordinated efforts between my satellite staff located at the Center's main lobby and staff located at the HR department to (1) take a vigilant and positive approach: If ADA applicants can't get to us because of our brick and mortar limitations, then we must go to them. Consequently, to accommodate ADA applicants who entered the Center's main lobby, and to mitigate the possibility of staged media events, we (my staff and others) used vacant offices and conference rooms adjacent to the main lobby that were ADA accessible. We were very successful.

• I've never lost a decision to the EEOC (having personally handled just under two dozen) and I have every intention to keep it that way! Notably, I achieved this accomplishment without the use of legal counsel. Copies of EEOC charges are available upon request. To review an actual claim I've won, click here.

"Trip, I have just reviewed the Affirmative Action Plan and want to congratulate you on a job well done. It is by far the most complete, well organized and accurate plan done during my time at National Jewish. Thanks!"
Fred Langille, Executive Vice President/Chief Operating Officer, National Jewish Center for Immunology and Respiratory Medicine

 

Media/Community Relations

My robust HR career includes the design, creation, recruitment, and compensation of all positions that direct, manage, deliver, and support media relations, public relations, broadcasting, and advertising, for both public and private sector environments; from sound engineers to traffic accountants, from directors of public or media relations to web masters, from radio announcers to reporters, from producers to video editors, and more!

• At Community Telecast, Inc. (CTI22):

Community Telecast, Inc., (CTI22), and IRS 501 (c)(3) was the only broadcast cable television company in metro Omaha and within 18 states to focus on the community. For its general operations CTI22 received NO financial support based on grants, and NO tax support from the federal government, or State of Nebraska, or local government, and CTI22 did not receive revenue based on Franchise Fees from the cable provider. CTI22 was supported only through membership fees and donations.

Through my volunteer role as President/CEO/General Manager, not only did I personally film, produce, direct, edit, and broadcast content [see "Healthy Choices" graphic at right, list of broadcast programs below, and click images below to watch videos (an MP4 reader such as QuickTime® is required)]; I also successfully achieved diversity outreach objectives through new relationships with the Native American, Asian, and Latino communitites. I increased CTI22's market share, broadcast program hours, and doubled CTI22's operating budget in less than 7 months, ultimately by more than 200%! As validated by testimonials from our broadcast audience (click here), and as reported to the Omaha City Council in April 2010 [http://www.cti22.org/franchise.htm], at any given time CTI22's broadcast audience ranged from 13% to 20% of Cox subscribers!

"I was so impressed by the 'Asian Ways for Children' program that I just had to contact you and get a copy to show my kids and grandkids! Thank you for showing such a great program on your channel!"
- Shirley Higbee

 

PARTIAL LIST OF COMMUNITY INTERACTION

1. 100 is Kept (UNMC)

2. Afghanistan at a Crossroads (Creighton University)

3.     Afternoon Sermons

4.     Apostolic Holiness Temple

5.     Asian World Center (Creighton University)

6.     Battle for White Clay (Native American)

7.     Bethesda Ministries International

8.     Bible Holiness Deliverance Hour

9.     Black History Quiz

10.   Black Men United presents Real Talk

11.   Breaking the Chains with Tariq Al-Amin & Marvin McClarty, and Charles Parks & Gannie Clark

12.   Brotherhood of the Cross and Star

13.   Brotherhood of the Midwest Guardians

14.   Charles Drew Health Center

15.   Church of God In Christ

16.   Chris Sehring, VP/General Manager KMTV-TV

17.   Cinco de Mayo Parade Celebration (15+ years of “FREE” prime time broadcast coverage

18.   Clair Memorial United Methodist Church

19.   Cleaves Temple C.M.E. Church

20.   Coalition Against Injustice

21.   Congressman Lee Terry

22.   Councilman Ben Gray

23.   Councilman Frank Brown

24.   Bicycling in Omaha on the Keystone Trail

25.   Democracy Now!

26.   Dr. Jesse's Place (UNMC)

27.   El Grito Hispano de Omaha

28.   El Perico presenta Sabor a Omaha

29.   Exodus Community Choir

30.   Frank Brown Hour

31.   Gethsemane Baptist Church

32.   God In My Corner with Eileen Waites

33.   The Great Indian Wars

34.   Greater New Hope Baptist Church

35.   Community Health (Pharmacy, Smoking Cessation, Cardiology)

36.   Healthy Choices 101 with Mark Patten

37.   Sexual Partners: Risks of HIV/AIDS/STD

38.   Howie Corbaley presents Karaoke Throwdown

39.   Indigenous Voices (Native American)

40.   Interdenominational Ministerial Alliance

41.   Jim Nelson Media Services

42.   Jook Joint Blues with E.C. Scott

43.   Joy of Gospel

44.   Kickin’ It With Kenyon

45.   La Voz Latina de Omaha

46.   Let the Record Show with Attorney Timothy Ashford

47.   Malcolm X Foundation

48.   Malik Jihad

49.   Mayor Fahey

50.   Omaha Business Showcase: Maria Bonita Restaurant

51.   Omaha Business Showcase: Mort Sullivan’s Community Information Service

52.   Omaha Business Showcase: Club Mex Mexican Restaurant

53.   Omaha Business Showcase: T.D. Sanders and More

54.   Omaha Business Showcase: Film Streams

55.   Omaha Business Showcase: Omaha Performing Arts

56.   Omaha Business Showcase: Prouty Place
Omaha Business Showcase: John Beasley Theater

Omaha Business Showcase: Africamerican Bookstore

59.   Omaha Business Showcase: Rebecca's Indian Trading Post

60.   Omaha Business Showcase: Krypton Comics

61.   Omaha Opportunities Industrialization Center

62.   Midnight Sermon

63.   Ministry of Bethesda

64.   Nation of Islam

65.   Nebraska Chapter AARP

66.   Nebraska Commission on Indian Affairs

67.   Nebraska Health and Human Services

68.   Nebraska Sports Council: Top Flight Badminton

69.   Nebraska State Senators: Information on Representative from metro Omaha

70.   NeighborWorks Omaha

71.   New BLK with Eric Gautschi

72.   Latino Perspective with Ben Salazar

73.   Joanna Lindberg, Hartland Family Service

74.   One World Community Health

75.   Universal Information Services

76.   Obesity

77.       Omaha Blue Waves Martial Arts presents 
“Just for Kicks: Martial Arts for Everyone”

78.       Omaha Cultural Showcase: Juneteenth

79.       Omaha Cultural Showcase: Cinco de Mayo


80.       Omaha Cultural Showcase: Asian Heritage

81.       Omaha Cultural Showcase: Native American Pow Wow

82.       Omaha Cultural Showcase: Serbfest

83.       Omaha Cultural Showcase: Omaha Pipes and Drums at St. Andrews Episcopal Church


84.       Omaha Health Kids Alliance

85.       Omaha Housing Authority with Clifford Scott, CEO

86.       Omaha Symphony with Thomas Wilkins

87.       Only A Look Benefit Concert

88.       Open Door Mission’s “Inside the Open Door with Candace Gregory”

89.       People Talking with Cheryl Weston

90.       People's Mission Missionary Baptist Church

91.       Peter Kiewitt Institute / UNO College of Information Science and Technology

92.       Planned Parenthood

93.       Pleasant Green Baptist Church

94.       Positive Havoc with William King

95.       Senator Brenda Council

96.       Senator Ernie Chambers

97.       Senator Tom White

98.       Special (Prime Time) Broadcast: Public Safety Auditor

99.       Special (Prime Time) Broadcast: The Ward Connerly Interview - Ending Affirmative Action in Nebraska

100.       Special (Prime Time) Broadcast: Earned Income Tax Credit (EITC)

101.       Special (Prime Time) Broadcast: Franchise Agreement

102.     Special (Prime Time) Broadcast: Political Debates

103.     Special (Prime Time) Broadcast: River City Theatre Organ Society

104.     Special (Prime Time) Broadcast: Cinco de Mayo dance from the Kroc Center

105.     Special (Prime Time) Broadcast: Omaha Roller Girls

106.     Special (Prime Time) Broadcast: Golden Gloves Boxing

107.     Special (Prime Time) Broadcast: Thomas Wilkins, Music Director, Omaha Symphony

108.     Special (Prime Time) Broadcast: Jesse J. Otto presents, “Black Orchestras In Omaha Before 1950”

109.     Special (Prime Time) Broadcast: Malcolm X Foundation T-Shirt Event

110.     Special (Prime Time) Broadcast: Chief Standing Bear Awards Luncheon

111.     Special (Prime Time) Broadcast: Nation of Islam presents “Extreme Weather: Are You Prepared?”

112.     Special (Prime Time) Broadcast: Heartland Family Service presents “How to Help Sudanese Youth Stay Out of Juvenile Court”

113.     Special (Prime Time) Broadcast: 2010 U.S. Census

114. 
 Real Solutions with Dr. Saidi Liwaru


115.     Republic of Lakotah with Russell Means

116.     Reverend Luk's Ministries

117.     Second Baptist Church

118.     St. John Baptist A.M.E. Church

119.     St. Mark Baptist Church

120.     Sudanese Civil Society

121.     Tabernacle Baptist Church

122.     Timothy Ashford, Attorney at Law

123.     Urban League of Nebraska

124.     The View From Omaha

125.     The Wonder of Tap: Tap Dancing

126.     Picking Up The Pieces with Pastor Betty Coles

127.     Open Dialogue with Eunice Malath (Sudanese)

128.     Expresion Latina

129.     Nebraska Geographic with Dr. Larry Bradley

130.     Eyes Wide Open with Susan Smith

131.     Hablemos en Familia del Tabaco y Algo Mas with Antonia Correa, UNMC

132.     Team Captain and The Oracle

133.     Hometown History with Scott Peck

134.     Moviendo Nebraska with Yesenia Peck

135.     Welcome to Islam with Mayimuna Ali

136.     Juan Perez, Jr., Omaha World Herald

137.     Jim Esch

138.     Franchise Agreement for Public / Community Access

139.     Tim Thompson, Omaha Christian Academy

140.     World Mission Society Church of God

141.     Jorge Ernesto Espejel Montes, Secretaria de Relaciones Exteriores (Mexican Consulate, Omaha)

142.     The Nebraska Humane Society

Plus, hundreds and hundreds more!

CTI22 broadcast more of the following content than all other metro area TV stations combined: public service announcements promoting metro Omaha community-based organizations, events, and businesses; more original programming involving elected officials; more original, Omaha-based programming for African-American, Latino, Native American, Asian, and other ethnic groups; and more original, Omaha-based religious programming. We Broadcast the Community!™

SELECT IMAGE BELOW TO VIEW VIDEO CONTENT (A MP4 READER IS REQUIRED)

image25

“PRIME TIME”
BROADCAST OF
BICYCLE TOURING THROUGHOUT
METRO
OMAHA

image27

“PRIME TIME”
BROADCAST OF
AWARD WINNING ORGANIST
ROB RICHARDS
FROM OMAHA’S
ROSE THEATER

image29

“PRIME TIME”
BROADCAST OF OUR AWARD WINNING OMAHA ROLLER GIRLS

image31

“PRIME TIME” LECTURES FROM AREA PROFESSORS AT UNO, CREIGHTON, ETC.

34

“PRIME TIME”
BROADCASTS OF KARAOKE
SINGING FEATURING CITIZENS FROM
MANY METRO OMAHA CLUBS



35

“PRIME TIME”
BROADCASTS OF NATIVE
AMERICAN
POW WOWS
AND
DOCUMENTARIES

37

“PRIME TIME”
BROADCASTS OF
COMMUNITY FOCUSED CALL-IN TALK
SHOWS LIKE
“PROTECTING
THE VILLAGE”

39

“PRIME TIME”
BROADCASTS SHOWCASING
SCHOOLS SUCH AS THE PETER KIEWITT INSTITUTE / UNO INFORMATION SCIENCE & TECHNOLOGY

41

“PRIME TIME”
BROADCASTS FEATURING
INTERNATIONAL
MUSICIANS FROM
ASIA, AFRICA, MEXICO, ETC.

43

“PRIME TIME” EXPOSURE OF OMAHA’S AWARD WINNING HIGHLAND BAGPIPE BAND
“OMAHA PIPES & DRUMS”

45

“PRIME TIME”
BROADCASTS OF POLITICAL
DEBATES

47

“PRIME TIME”
BROADCASTS OF HOW CITIZENS CAN HELP THE COMMUNITY BY HELPING
OPEN DOOR MISSION

49

KIDS LOVE
DR. JESSE

52

“PRIME TIME”
BROADCASTS OF COMMUNITY FOCUSED
SPANISH LANGUAGE PROGRAMS

53

 

“PRIME TIME”
BROADCASTS OF INFORMATION FOR ALL CITIZENS ABOUT EARNED INCOME TAX CREDIT

56

“PRIME TIME”
BROADCASTS
SHOWCASING CULTURAL ICONS SUCH AS
MAHATMA GANDHI’S GRANDSON

57

“PRIME TIME”
SAME DAY BROADCASTS
OF UNFILTERED,
INDEPENDENT
NATIONAL NEWS.

59

SPOTLIGHT ON THE PRESIDENCY
(BUSH, OBAMA, ETC.)

61

“PRIME TIME”
OMAHA BOXING

63

“PRIME TIME”
BROADCASTS OF FEATURING
ELECTED OFFICIALS

65

“PRIME TIME”
BROADCASTS OF RELIGIOUS PROGRAMS

68

“PRIME TIME”
BROADCASTS SHOWCASING
OMAHA BUSINESSES SUCH AS
“FILM STREAMS”

71

“PRIME TIME”
BROADCASTS SHOWCASING
THE CORNHUSKER
STATE GAMES

73

“PRIME TIME”
BROADCASTS FROM OMAHA BLUE WAVES NATIONAL MARTIAL ARTS CHAMPIONSHIP AND PROGRAMS PROMOTING FITNESS, HEALTH, AND WELLNESS

69

“PRIME TIME”
AND 24/7/365
BROADCASTS OF
PUBLIC SERVICE
ANNOUNCEMENTS AND
COMMUNITY EVENTS
ON THE COMMUNITY
CALENDAR

76

“KARAOKE THROWDOWN”
WITH DJ HOWIE

78

“LATINO PERSPECTIVE”
WITH
BEN SALAZAR

80

“TIMOTHY ASHFORD
P.C.L.L.O.
ATTORNEY
AT LAW

82

“ASIAN WORLD CENTER”
WITH
DR. MAORONG JIANG

POW-WOW

REPUBLIC OF LAKOTAH
AND
NATIVE AMERICAN
POW WOWS


86

“EYES WIDE OPEN”
WITH
SUSAN SMITH

88

“SABAR A OMAHA”
WITH
MARINA ROSADO

90

“PEOPLE TALKING”
WITH
CHERYL WESTON

92

“101 EAST”
WITH
FAUZIAH IBRAHIM

94

“Chief Standing Bear Awards Luncheon”
WITH
JUDY M. gaiashkibos

• Identified discriminatory practices by the City of Omaha and Cox Communications that blatantly prevented equal access to public/community access television. To read report, click here.

As respresented in the graph above, Omaha is one of the most racist cities in the United States. [Note similarities to St. Louis, Missouri]

CHARACTER AND SCOPE OF BROADCAST AUDIENCE

• CTI22 was the only broadcast entity in metro Omaha to regularly produce and broadcast weekly “prime time” content featuring a White woman, Latina woman, Black woman, Asian Woman, and a Native American woman.

• CTI22 was the only broadcast entity in metro Omaha to regularly produce and broadcast weekly “prime time” content featuring a White man, Latino man, Black man, Asian man, and a Native American man.

• CTI22 produced and broadcast more first-run and “prime time” public service announcements than all metro Omaha television stations combined. For example [Click image below to play video. An MP4 reader such as QuickTime® is required.]:

• For the 2010 U.S. Census, CTI22 was the only broadcast entity in metro Omaha to regularly broadcast ALL seven-(7) public service announcements produced by the U.S. Census Bureau targeted for all ethnic groups: White, Black, Asian, Pacific-Islander, Hispanic/Latino, Native American, and the general public.  Plus, CTI22 was the only broadcast entity to produce and broadcast, at no cost, an original PSA for the Omaha-based Latino population.

• CTI22 was the only television station in metro Omaha to consistently provide instant information to and from citizens of Omaha through numerous “live” talk-back programs – programs broadcast throughout metro Omaha!

• CTI22 believed it's a god thing to inform and educate persons who ultimately wield ownership or control of every facet of American society - that all people share a commitment to success!

• CTI22 consistently complied with all reporting and operating requirements established by Cox Communications and the City of Omaha.

• CTI22 was the only broadcast station (public or commercial, television or radio) in metro Omaha to routinely broadcast all seven-(7) ethnic/racial-based public service announcements (PSA) for the U.S. Census. Plus, CTI22 produced and broadcast two-(2) original PSAs targeting Omaha's Latino population. Click the image below to enlarge the award received by CTI22 from the U.S. Census.

 


Resume of Trip Reynolds

 

Recruitment and Selection


• Robust hands-on experience managing recruitment advertising. I've personally designed and placed display advertisements in local, regional, national, and international print or broadcast media. Plus, I have decades of experience designing and placing non-recruitment classified ads. An actual recruitment display ad I designed and placed in the Denver post is presented at right.

• For more than two decades, I've designed or redesigned employment applications and employee handbooks for each of my employers in compliance with employer policies and employment law. Employment applications and employee handbooks are available upon request.

• Conducted recruitment through diverse civic and cultural groups (Women's Employment and Education, Bayaud Industries (mental and physical disabilities), United States military (Disabled American Veterans, Fitzsimmons Army Medical Center, Veterans Administration), Mayor's office of Employment, Urban League, NAACP, Hispanic Chamber of Commerce, Servicios De La Raza, Inc., and dozens of colleges and universities.

• Examples of selection assessment tools consistent with the Uniform Guidelines on Employee Selection are presented below:


1. To assess a Manager of Volunteer Services

2. To assess a Manager of Finance Development

3. To assess a Manager of Marketing Services

• At Fremont Area Medical Center, Jeppesen/Boeing, Denver Public Schools, Denver Municipal Federal Credit Union, and the City of Dallas: Designed selection assessment instruments and related tools in compliance with the Uniform Guidelines on Employee Selection

Criterion-related, content, and construct validity. Evidence of the validity of a test or other selection procedure by a criterion-related validity study should consist of empirical data demonstrating that the selection procedure is predictive of or significantly correlated with important elements of job performance. Evidence of the validity of a test or other selection procedure by a content validity study should consist of data showing that the content of the selection procedure is representative of important aspects of performance on the job for which the candidates are to be evaluated. Evidence of the validity of a test or other selection procedure through a construct validity study should consist of data showing that the procedure measures the degree to which candidates have identifiable characteristics which have been determined to be important in successful performance in the job for which the candidates are to be evaluated.

• At Denver Public Schools: After identifying deficiencies in a bulk space advertising contract, I recommended and secured an increase in lineage from 2,500 to 5,000 lines with no increase in expense and produced savings of $12,000 in recruitment advertising expenditures. Senior HR management did not have this knowledge prior to my counsel.

• At the City of Dallas: Managed the selection validation team [one FLSA exempt supervisor and three FLSA exempt selection analysts] in the design and management of selection instruments in compliance with the Uniform Guidelines on Employee Selection for all non-Civil Service positions.

Trained management and staff on use and related employment law.

 

Recruitment & Selection-UNACCEPTABLE.xls (for PDF, click here)

Recruitment & Selection-ACCEPTABLE.xls
(for PDF, click here)



Click the above advertisement to view additional ads.

• At Denver Community Federal Credit Union: Trained senior management on selection validation techniques to expedite the assessment and elimination of candidates.

Specific example: First-line supervisors and their immediate management were not trained in employment law and, appropriately, were concerned about scope of acceptable inquiries to be made of candidates, in particular, tellers.

What did I deliver: Consistent with the Uniform Guidelines on Employee Selection, I trained management on various employment related laws, and also introduced the following assessment question to be asked of all candidates applying for cash-handling positions: "While working at a teller station, a credit union member asks you for a money order for $12.50. The credit union member gives you a twenty-dollar bill. The cost of a money order is $2.00. How much change should you return to the credit union member?" Line management acknowledged being empowered with a job related skill assessment that objectively enhanced their ability to select quality candidates.

• Used CBI, NCIC and other tools to conduct background checks.

• Managed internal temporary help services; plus, wrote RFPs and managed staff in supervision of contracts for temporary help services with external vendors such as Kelly, Snelling, Volt, Talent Tree, executive recruiters (both retained and contingency search firms).

• At National Jewish Center:

Managed a 10,000 to 15,000 line bulk space display advertising contract.

Managed an annual applicant volume of 4,000 and 100 placements via a temporary employment pool; recruited foreign nationals and managed J1, H1 Visa; and conducted targeted AA recruitment.

Managed the annual screening of over 3,800 applications and resumes.

"I just want to take this opportunity to thank you for your special assistance at National Jewish Center. As you are aware, the legal matter in which we were engaged required the presentation of a complex set of facts to a government agency. The manner in which you organized the facts was very important to the successful outcome of the case. Since working with you on this project, I have used the system you engineered successfully in other situations. In addition to presenting the facts in an organized, easy to understand fashion, it is a pleasure to work with a person who maintains their objectivity and is able to treat "difficult to handle" people fairly and with concern."
Ann Allott, Attorney at Law, Allott, Engineer & Makar
"Trip is straightforward in his demeanor and not afraid to address a negative situation. He would seek out solutions instead of fingerpoint. I consider him to have vision as well as the ability to follow through. He is honest, articulate and conceptual in his dealings with my company. He exhibits a 'can do' attitude with the discipline to get it done. He takes on the yoke of responsibility and has the drive and focus to achieve a goal with bottom line earnest. He is an excellent "people person" and knows his staff quite well."
John M. Stepien, Regional Vice President, Nationwide Advertising Service

"As Manager of Employment, (Trip) demonstrated many innovative approaches to staffing challenges creating more effectiveness within his organization. I can honestly say that I find Trip to be a very bright and capable individual and would recommend his talents to anyone needing a strong human resources individual."
Jay Velinder, Executive Vice President, Talent Tree (Staffing Services)

For recruitment-based "team building," please click here.

SCHEDULE A SEMINAR

THE SITUATION: You saw an online job posting, and if provided an opportunity, you're confident you can prove (validate) that your skills, knowledge and proficiencies match-up item-per-item with all of the posted essential job functions and related position requirements. So, you took 30-to-60+ minutes of your valuable time to accurately and honestly apply online for this position. Then, you get the following standard, perfunctory response from the employer:

"We've decided to
consider other candidates
with skills and experience
more closely aligned
with our interests."

Consequently, you believe the employer made absolutely no effort to validate your proficiencies; and yes, you're probably right.

This is an extremely candid, "real world" seminar on what actually happens between your career expectations and your existing or potential employer's "at will" assessment of your value as an employee !

Click image above to review brochure.

Position Management/Classification/Organizational Development

• Profile-Organizational Development (Download)

Note: When provided with an interview, I will freely discuss the strategy/philosophy associated with the following exhibits.

Position Management, Job Evaluation, and Organizational Development are concurrent key events for effective human resource management.

 

Organizational Development

"Confidence to achieve organizational development objectives comes from strategic plans that are anchored to predetermined, proven outcomes! It's not guess work. There's no gray!" Trip Reynolds

BAD POSITION MANAGEMENT

"Top heavy" (1-on-1) reporting relationships do not achieve efficiencies in productivity, but
only inflated salaries for managment and with absolutely no corresponding return-on-investment in human capital (worker bees) immediately responsible for producing the work.

GOOD POSITION MANAGEMENT

Reporting relationships achieve efficiencies in productivity, and without inflated salaries for non-performing tiers of 1-on-1 managment hierarchy.

ORGANIZATIONAL DEVELOPMENT

Without regard to existing position hierarchy, the ultimate purpose of organizational development is to move from one paradigm - typically perceived as inefficient or dysfunctional - to a paradigm that provides for the achievement of better performance outcomes. Having designed hundreds of departmental and corporate-wide reorganizations, I know exactly how to get you there.

1. Design structures (position hierarchy) with specific performance outcomes [from PROCESS to RESEARCH to DEVELOPMENT]. KEY: Anchor the essential functions performed by all staff to standards established to support internal and external clients in their achievement of objectives. Is the right work being performed by the right position(s) and is it being performed correctly? Can you validate the reallocation of materials, supplies, equipment and staff in the absence of proven performance outcomes?

2. Preferably, use (challenge!) existing staff or teams of employees and establish short-term or long-term RESEARCH units to consistently measure the consistent application of corporate practices. See Exhibit below.

3. Discontinue all legacy practices of using non-subject matter experts to manage employer/corporate functions in which they have no or little expertise. Think about it: Internal "politics" never has value in the face of failure, negligence and incompetence!

4. Don't reorganize, don't spend any money, don't reallocate resources unless performance outcomes (i.e., ROI = return on investment) validate the time and expense required. Remember, it's not guess work.

 

THE VALUE OF JOB AUDITS - I wasn’t a member of the IT Department at Boeing/Jeppesen, so I’m not “supposed” to know how to write code, but I’ve conducted hundreds of job audits of IT positions to acquire the knowledge to write code; so, I designed and installed an intranet web site for subsidiary compensation services (Jeppesen) that was 8 times faster/more efficient than a similar site managed by the parent corporation (Boeing). This is what I do! I identify inefficiencies in job design, I identify inefficiencies in process and production, and I identify inefficiencies in service delivery to achieve strategic business unit objectives – and I’m consistently successful in doing this.

HR versus OD? Effective "Human Resources" supersedes every aspect of TQM, ISO, Lean, and Six Sigma, because these consultant-driven workforce stratagems are “esoteric” concepts that typically exist as: (a) offshoots of pre-existing HR disciplines (job evaluation, job design, position classification, performance management, etc.); or (b) only installed at medium-to-large employers with a revenue base to support their existence separate from or as a part of HR; or (c) only installed where HR has failed to effectively design and manage positions (human capital performance) to achieve strategic business unit objectives.

I’ve conducted over 3,500 job audits in extremely diverse work environments, which actually involves meeting with employees, studying exactly how they perform their essential job functions, and then directing the employee to step aside as they monitor me performing their work. Again, I’ve done this well over 3,500 times. I use the “hands-on” knowledge I’ve acquired to evaluate the job: (1) determine if any of the essential job functions should be added, deleted, or revised and how; (2) determine departmental and company-wide position hierarchy and reporting relationships; and (3) to price the value of the job in the marketplace. I do not have “tunnel vision” which is blatantly common with TQM professionals, because my scope of knowledge is extremely robust (acquired from hundreds of employers in diverse industries) and first-hand from actually doing the work of employees: from performing soil compaction tests to designing web sites; from changing ballasts 80 feet above a concrete floor at a waste water treatment facility to operating a drill press to make signs for an interstate highway.

• Managed the classification and evaluation of thousands of positions to establish and maintain internal equity and external competitiveness. Facilitated change management for nearly 1,000 departmental reorganizations, in private and public sector, profit and non-profit, union and non-union environments.

• Managed position classifications used to categorize over 48,000 employees in diverse public and private sector industries. Job evaluation and position categorization methods used includes point-factor, factor, Hay, FES, ranking, slotting, forced distribution, decision band, broad-banding, cluster, and job pricing.

Upon request, with work product beginning as early as 1977, copies of benchmark generic and proprietary work product involving job evaluations and position management can be provided.

• Conceived, designed and implemented four original point-factor job evaluation plans. Copies of these documents are available upon request.

Specific example 1: At Denver Public Schools: Over the course of five years, three attempts by the district (senior HR management) and external HR consultants to negotiate a new position classification system with the bargaining group for clerical employees had all failed. Negotiations were routinely deadlocked on this issue.

What did I deliver: I conceived and designed an original point-factor job evaluation systems for the specific evaluation of office/clerical positions, and presented the system to both senior HR management and to the leadership of the bargaining group for clerical employees. Both parties accepted the plan. Then, as a "team building" effort, and to validate (for the bargaining group) the objectivity of the system, I trained the bargaining group leadership on the actual administration of the plan. For the first time, the bargaining group held primary responsibility for defining position relationships and compensatory values for all office/clerical positions.

Specific example 2: At the City of Dallas: Senior management outside the HR department expressed concerns about perceived inequities in the evaluation of mid-level management and supervisory positions.

What did I deliver: I researched, designed and managed two original point-factor job evaluation systems - one was PC based, and the other a traditional manually factored matrix. In compliance with budget considerations, this project took approximately 1.5 to 2 years to implement. Plus, I directly managed staff in converting existing mid-level management jobs into the new paradigm. Additionally, I coordinated the efforts of staff and outside HR consultants in the complete overhaul of a new job evaluation system anchored to market pricing. Notably, in the wake of the consultants, I was the "key" player to both identify and correct critical errors made by the consultants. Given the typically transient nature of municipal government, I performed as the "key" person responsible for the numerous "top to bottom" changes in departmental operations, which were often vague, as established by newly elected officials or newly appointed senior administrators. Fast-paced or constantly changing environments require due diligence to avoid creating new or exasperating existing inequities, and I successfully lead management in this regard.



Job Descriptions

Personally responsible for writing over 7,200 job descriptions/position classifications for employee populations ranging from 45 to 60,000 in multi-site and out-of-sate locations, for inside and outside environments, from labor to senior executive, including general office, construction, repair, fabrication, utilities, management and service delivery activities.

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 samples below.

Community Telecast, Inc.
[2010]
Fremont Area
Medical Center
[2007]
Jeppesen/
Boeing [2006]
Denver Public Schools [1997]
Denver Community Federal Credit Union [1995]
National Jewish Medical Research Center [1994]
Bullwhackers
[1994]
City of Dallas
[1983]
Kemper Insurance Company [1979]
Director of Development Coordinator, Pharmacy Operations

Strategic Accounts Manager

Bus Driver

Loan Officer

Utilization Patient Review Registered Nurse

Black Jack Dealer

Civil Engineer Assistant

Office Claims Representative II

• 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? 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.


Resume of Trip Reynolds

Compensation and Performance Management

Profile-Comp & Benefits (Download)
Profile-Compensation
Profile-Global Compensation
How to Determine Salary Placement
How to Write Job Standards

DPS-HR.com, an intranet inventory of all company jobs descriptions, salary schedules and related data.

JeppJobs.com, an intranet inventory of all company jobs descriptions, salary schedules and related data.

FAMC-HR.com
, an intranet inventory of all company jobs descriptions, salary schedules and related data.

Note: When provided with an interview, I will freely discuss the strategy/philosophy associated with the exhibit at right.

• Overview: Directed and managed major compensation programs, including organizational development/change management, job evaluation (Hay, FES, ranking, slotting, forced distribution, cluster, job pricing, etc.), salary surveys (local, regional, national, international), equity analysis, executive compensation, sales incentive plan design, legal compliance (FLSA, etc.), and pay for performance systems.

• Overview: Guided executive management on organizational development and how to achieve strategic business outcomes through the integration of compensation philosophy, position management and job design.

• Overview: Managed employee compensation programs ranging from less than $1 million to $507 million in salary expenditures. Directly managed merit reviews and subsequent salary approvals for over 20,000 employees.

• Overview: Designed/developed/administered performance based merit systems in both public and private sector environments, profit and non-profit, union and non-union.

• Overview: Developed total compensation programs and, when appropriate, worked constructively with brokers and actuaries.

• Overview: Managed HR information systems, including desktop PC data base systems; wrote RFPs and evaluated HRIS vendors; lead the research, coordination, implementation and conversions from internally designed (IBM mainframe) HRIS to proprietary HRIS (JDEdwards, Lawson) running on an AS/400; self-acquired knowledge of PeopleSoft, ADP and other HRIS.

• Overview: Performed payroll administration through J.D.Edwards (HR Certification), Lawson (HR Certification), Great Plains, ADP, and other proprietary HRIS.

• Overview: Wrote four salary administration manuals, for four different employers. All manuals are available for review upon request.

• Overview: Consistently directed and managed staff, and counseled and trained management to think "outside of the box" in the delivery of compensation and reward systems.

PERFORMANCE MANAGEMENT

EMPLOYER
# OF EMPLOYEES
APPROXIMATE NUMBER OF PERFORMANCE REVIEWS / APPROVED
Reynos
3,500
15,700
Fremont Area Medical Center
900
900
Boeing / Jeppesen
2,100
4,300
Denver Public Schools
17,600
105,600
Denver Municipal Federal Credit Union
55
110
National Jewish Center for Immunology and Respirator Medicine
1,500
5,100
City of Dallas
17,400
102,600
Allstate Insurance Company
60,000
50
Kemper Insurance Company
12,000
24,000
   
258,360
Indirect reviews (conducted by subordinate staff/peers)  
185,450
Total Reviews
443,810

For an example of a performance management analysis and projection, clear here.

Throughout my entire HR career, I've designed thousands of salary schedules with every imaginable twist in anticipation of or in response to a constantly changing compensatory environment. Directly responsible for the design (including desktop publishing) and communication of all compensation related information via memorandum, manuals, brochures, administrative directives, Internet (including HTML design), and both formal and informal presentations before staff, senior management and executive boards.

At Jeppesen / Boeing:

PROBLEM: No delivery system for the communication and distribution of compensation information.
What did I deliver: Designed and installed JeppJobs.com, an intranet for subsidiary compensation services (Jeppesen) that's 8 times more efficient than a similar site managed by the parent corporation (Boeing); and conducted training seminars for staff and management on compensation.

PROBLEM: An inefficient sales and marketing function.
What did I deliver: Identified major
deficiencies in corporate-wide sales, marketing, and product management strategies; wrote a white-paper to prompt the evolution of product management and sales practices, and the reengineering of related compensation for product managers; wrote and implemented Sales Incentive Plans for both U.S. domestic and international sales staff; and created new career series for product managers.

PROBLEM: An inequitably designed performance management system.
What did I deliver: Identified major
deficiencies in U.S. domestic performance management system - which were not captured by Boeing Corporate - that compressed the performance of minorities versus providing corresponding increases in the performance evaluations and compensation of non-minorities; and conducted training seminars on performance management:

• 91.22% of all "Moderately Effective" (below standard) ratings were attached to Black and Hispanic employees - although Black and Hispanic employees constitute only 11.7% of Jeppesen's U.S. based workforce.

• 60% of all "Moderately Effective" (below standard) performance evaluations were attached to Black employees - although Black employees constitue only 3.43% of Jeppesen's U.S. based workforce.

PROBLEM: Recruitment Reps created internal salary inequities by establishing starting salaries for new hires significantly greater than the existing compensatory value of the work, including work performed by employees rated as excellent (4.0) or outstanding (5.0).
What did I deliver: Designed a "Job Offer Tool" that established specific guidelines for all new hires, promotions, etc., and trained management on its use. To review, please click here.

PROBLEM: An outdated IT salary schedule.
What did I deliver: Conducted a major compensation analysis which included 200 job audits, 10 salary surveys; restructured the corporate IT function, and established position equity. To download PowerPoint Presentation, please click here.




An outdated, below market IT salary schedule.
To download PowerPoint Presentation, please click here.



An inequitably designed IT salary schedule.
To download PowerPoint Presentation, please click here.
An equitably designed IT salary schedule.
To download PowerPoint Presentation, please click here.

At the City of Dallas:

Identified inequities in the administration of executive compensation and counseled management on civil and EEO impact. See graph below.

"...Enclosed in the proposed personnel reorganization of Reunion Arena. This is the result of many hours of working with the Personnel Department over the last 8 months. Individuals with the Personnel Department who have assisted in this effort are Dr. Troy Coleman, Joe Tillotson, Albert Chew, Bill Underhill, Melinda Crayton, and especially Trip Reynolds." Will Caudell, General Manager, Reunion Arena

At Denver Public Schools:

Specific example: At Denver Public Schools: Compensation of IT staff was below market, with turnover of "critical need" positions above accepted norms, which resulted in expensive outsourcing. For example, high-end technical programming was outsourced to vendors at $200,000 instead of hiring staff at $90,000+ because: (a) the upper limit for any IT position was less than $80,000; and (b) despite the fact that market validated compensation of a C++ programmer higher than a high school principal, it was an unwritten DPS policy that absolutely no "staff" position would be compensated higher than the maximum of a high school principle. Additionally, all IT positions were blended into one global salary schedule also shared by non-IT positions that compressed IT compensation even more.

What did I deliver: Conceived, designed, proposed, and implemented an original salary schedule dedicated for IT positions, which contained an acceleration feature indexed to market (this had not been done previously). Plus, the new IT schedule contained an aggressive pay-for-performance component (also new). Notably, a dedicated IT salary schedule could have been created back in late 1970s but, unfortunately, neither senior management in HR or in the IT department had any knowledge of President Carter's wage and price control guidelines [due to the oil embargo/inflation] from the 1970s, which capped salaries on all industries except IT and engineering. Appropriately, in 1999, I used my knowledge of the volatile nature of IT compensation from the late 1970s to guide senior management and staffs in the design, scope, and implementation of an updated strategy for compensating IT staff.

 
Action Taken - I researched the entire scope of all IT positions, both those based in the IT Department and those based in schools and other operating departments. Next, I submitted a position paper to senior management with constructive and critical analysis on the future of IT compensation, including budgetary impact, market analysis, and position equity. During executive management meetings on this issue I presented my analysis and actively pursued motivating management to adopt an original compensation strategy for IT positions, which I conceived and designed.
 

 
Octcome - Initially, the unwritten DPS policy that prohibited any "staff" position from being compensated higher than the maximum of a high school principle was a roadblock to creating a robust, very competitive IT salary schedule. However, I consistently provided the executive management team and the Board of Education with objective data on how this political roadblock compromised internal and external position equity. Consequently, by the end of year two of implementation, this roadblock was eliminated by the Board of Education, and I expanded the schedule maximum to over $105,000. In summary, with few exceptions, expensive outsourcing of IT work was eliminated, and employee turnover in IT positions became negligible. An overview of the salary schedule is presented below. To review/dowload the actual salary schedule, please click here.

• Worked with Hay, DeLoitte, A. Anderson and other major consulting firms and, most importantly, routinely cleaned-up their mistakes! Identified deficiencies in the performance of HR consultants; candidly and persuasively counseled senior management.

• Consolidated forty-two (42) separate salary schedules into one (1) salary schedule with no cost impact.

• Conceived, presented and facilitated an original proposal which was approved by the DPS Board of Education for negotiation to the classroom teachers bargaining unit which (1) increased teacher pay, (2) placed teachers in a much more competitive position in the market, (3) eliminated the salary cap for 48% of employees who had reached their salary grade ceilings, (4) had $0 cost of implementation, and (5) upon agreement, saved the district more than $4.5 million dollars over a period of five years! [My original proposal would have saved nearly $7.5 million.]. Also, designed a proprietary point-factor job evaluation system that for the first time, empowered one of the District's nine bargaining units to be 100% in complete control of the design, evaluation, and compensation of all membership positions [To review/download actual work product, see "Employee/Labor Relations" below].

Specific example: At Denver Public Schools: An outdated mainframe housed an outdated HRIS, and other IT systems housed on different platforms, were also compromised. Notably, desktop PCs were also being used to store and process HR data that exceeded the storage capacity of the mainframes.

What did I deliver: Wrote a critical but constructive analysis that prompted senior management to complete the implementation of a new HRIS (Lawson) which, over two years prior to my hire, had been purchased for several million dollars. Then, for the next six months I lead the primary project team, guided senior management and vendor representatives, and coordinated and counseled staff and line management on the configuration and implementation of the HRIS. After six months the primary project team was split into sub-teams, each with separate agendas under the direction of multiple team leaders; I lead the compensation team.

"It is a pleasure for me to write a letter recommending Trip Reynolds. Mr. Reynolds has an extensive knowledge of human resources and continuously seeks to expand his knowledge and problem solving/managerial skills. He has demonstrated ability to clearly articulate complex issues and presents information with confidence. Trip has analyzed the salary structures of all employee groups, identified inequities, and made recommendations for improving our "way of doing business."
Irv Moskowitz, Superintendent, Denver Public Schools

At National Jewish Center:

Specific example: An outdated mainframe housed an outdated HRIS, and other IT systems housed on different platforms, were also compromised.

What did I deliver: I performed as the "key" player in guiding senior management in the design, scope, implementation and training of management and staff on the purchase and implementation of a new HRIS. I wrote the request for information (RIF) and the request for proposal (RFP), which included requirements for integration with payroll and materials management, for review by over 20 IT vendors; managed the on-site "dog and pony" presentations of each vendor, performed as the "point" NJC person for Q&A; conducted independent testing of each HRIS product; produced a final recommendation to the COO (JDEdwards); and was the first manager/employee to be certified by the vendor on the new HRIS. Subsequently, I trained senior management and staff on overall system integration of the new HRIS into existing manual and automated workflow systems.


Resume of Trip Reynolds

Employee/Labor Relations

Profile-Employee Relations (Download)

• Diverse subject matter knowledge and expertise of employment law, which includes but is not limited to: FLSA, ADEA, EEO/AA/ADA, Civil Rights Act, ERISA, HIPPA, Title VII, Walsh-Healy, Service Contract Act, Davis-Bacon Act, Executive Order 11246, FMLA, Rehabilitation Act of 1973, Selective Service Act, COBRA, FICA, FUTA, Employee Polygraph Protection Act, OSHA, Equal Pay Act, Federal Minimum Wage under FLSA, legislation involving the financial services and public education; plus, the routine pursuit of continuing education.

• In contrast to my successful record of effectively representing my employer(s) by managing AA/EEO/ADA with absolutely no losses to the EEOC, it's equally important to consider that in my dealings with employees and their immediate management I've consistently been recognized by both employees (see the example below) and management (see the testimony below) for being completely equitable in my fact finding, analysis, resolution and, when appropriate, pursuing progressive discipline or termination [I do play "hard ball"]. Proudly but humbly, I'm very effective getting managers to elevate their thinking from employee traits (emotion, feelings, etc.) to concentrate on the essential functions (job standards, measurable and realistic performance outcomes, etc.). As stated previously, I have a unique, hands-on experience working with extremely diverse employee populations (vocational, social, ethnic, political, etc.) which, as represented by the aforementioned EE0-1, 4 and 5 above, I'm already well prepared to successfully meet, direct and manage evolving workforces.

"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

At Denver Public Schools:

Counseled senior management on the impact of compensation actions on employee and labor relations; advised senior management on the impact of existing or proposed compensation actions on nine (9) employee bargaining groups. To enhance management’s negotiating ability, I conceived and developed a Collective Bargaining Agreement Matrix to uniformly compare agreements between nine bargaining units!

I also investigated new and existing salary structures and practices for disparate impact, or other salary-related inequities.

Plus, I designed a proprietary point-factor job evaluation system that for the first time, empowered one of the District's nine bargaining units to be 100% in complete control of the design, evaluation, and compensation of all membership positions. Presented below are the actual job evaluation tools and related analysis I designed and conducted for the DAEOP clerical bargaining unit at Denver Public Schools.

Attached:

01-DAEOP Job Evaluation Plan
02-DAEOP Position Analysis Form
03-DAEOP Job Evaluation Committee Evaluations (PRELIMINARY)
04-DAEOP Summary Evaluations

At National Jewish Medical Research Center:

• As monitored and approved by the OFCCP, successfully complied with a Conciliation Agreement. Handled 300+ ER cases per year, including an average of 30 involuntary terminations.

• Examined position classifications (essential functions) to successfully pre-identify potential areas for workers compensation claims, wrongful termination, sexual and racial discrimination, ADA, and harassment issues.

• 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!

• Experienced negotiating labor relations through "principled" negotiation techniques. Wrote hundreds of employee polices (available upon request).

• I've never lost a decision to the EEOC (having personally handled just under two dozen) and I have every intention to keep it that way! Copies of EEOC charges are available upon request. To review an actual claim I've won, click here.

"My interaction with Trip has been limited, but positive. In 1991, as a part of the downsizing it was necessary for me to lay-off an employee. I was on sick leave so Trip came to Dallas to handle this and to meet with remaining staff. This was a delicate situation and Trip handled it well!"
Ann J. Stephens, Director/Dallas Regional Office, National Jewish Center for Immunology and Respiratory Medicine

"Trip, I have just reviewed the Affirmative Action Plan and want to congratulate you on a job well done. It is by far the most complete, well organized and accurate plan done during my time at National Jewish. Thanks!"
Fred Langille, Executive Vice President/Chief Operating Officer, National Jewish Center for Immunology and Respiratory Medicine
[also click here]

 

• The following is a brief listing of human resource policies I've written:

EEO/Affirmative Action/ADA/Diversity
Procedures for Employing Staff
Employment of Relatives: Nepotism
Relocation Reimbursement for New Staff
Career Ladder Advancement
Tuition Reimbursement
Employee Records: Confidentiality and Access
Sexual Harassment
Layoff Due to Reduction in Work Force
Employee Problem Solving, Progressive Discipline and Grievance Procedures
Job Related Injury or Illness
Overtime Pay
Compensatory Time
Solicitation and Distribution
Salary Administration: Policy and Procedures
Leave Policy: Sick, Vacation, Holiday, Funeral, Military, Jury Duty and AWOP
Health Benefit Eligibility
Reinstatement of Employment
Unemployment Compensation
Garnishments
Shift and Stand-By (On call) Pay
Executive Compensation


Resume of Trip Reynolds

Employee Benefits

Profile-Comp & Benefits (Download)

Reynos.com:

• Conceived and developed an innovative health benefits delivery system that unlike traditional indemnity plans, HMOs, PPOs, EPOs, and the Affordable Health Care Act (Obamacare): (1) reduces both employer and employee health care costs by 25% within twelve months of implementing my proprietary health benefit matrix, and produce another 25% reduction within the next 18 months (and I can prove it!); (2) continues to produce on-going savings - and with absolutely no reduction in the quantity or quality of health benefit services; (3) captures and indexes health benefit savings to various financial instruments; and most importantly, (4) dramatically improves the health of all plan participants!

I have consistently proved to actuaries, benefit managers, and health care providers there's a cheaper, more efficient, far more accurate, and higher quality delivery system to provide health care. Note the following response to my innovative benefits delivery system from Mutual of Omaha (click here) in 1990. Ironically, the “status quo” of HMOs, PPOs, EPOs, indemnity plans and Obamacare are akin to the continued reliance on the anachronism of fossil-based fuels. Likewise, instead of reviewing my health benefits delivery system, which is strategically designed to actually improve participant health and reduce health benefit expenses, President Obama sent me a bureaucratic response in 2009 (click here) and then launched Obamacare.
Albert Einstein said it so clearly, “Insanity: Doing the same thing over and over again and expecting different results.”

My proprietary health benefits delivery system is:

• Significantly advanced beyond current state-of-the-art health care delivery systems;

• A giant leap in health benefits administration and data management;

• The first real-time, total-comp solution to establish compensabe measures between all employee related expenses;

• Uniquely designed to reduce health care expenses with absolutely no corresponding reduction in the quantity or quality of health care services;

• An original solution that phenomenally empowers employees to seize control of both the state of their health and the cost of their health care (it's cheaper!);

• An original solution that finally puts the design and administration of health benefits plans back under the control of employers - instead of profit seeking/revenue oriented health carriers (HMO, PPO, EPO, POS, indemnity, etc.).

Again, without any reduction or discrimination in the quality, scope, or distribution of coverage, I can reduce both employer and employee health care costs by 25% within twelve months of implementing my proprietary health benefit matrix, and produce another 25% reduction with 18 months - and I can prove it! Absolutely no benefits delivery system (Obamacare, HMOs, PPOs, indemnity plans, etc.) can outperform my matrix. As represented by correspondence from Mutual of Omaha, this is a serious proposal, involving Big Data, Analytics consulting, and related technologies conceived 25 years ago that remain state-of-the-art. To schedule a formal presentation, please download, review and return the following NDA (Non-Disclosure Agreement). I won’t waste your time. Contact me to discover a better way, a smarter way to deliver and administer health care!

• At Fremont Area Medical Center

• Directly responsible for the design (including desktop publishing) and communication of all health benefits related information, including open enrollment packaging via memorandum, manuals, brochures, administrative directives, Internet (including HTML design), and both formal and informal presentations before staff, senior management and executive boards.

• Designed and promoted pre-retirement planning seminars in conjunction with the University of Nebraska at Lincoln:

• At Denver Community Federal Credit Union:

Negotiated and managed all health benefits (health, vision, dental, deferred comp, etc.); reduced expenses by 50%!

• At the City of Dallas

Managed benefits - E.A.P. (Employee Assistance Program), benefits cost containment, C.A.R.E. (Counseling Assistance and Resources for Employees) Services, Wellness Program, D.A.R.T. (Dallas Area Rapid Transit) Buss Pass Program, Van Pool Program, managed care, ICD-9 claims analysis, deferred compensation programs 401(k) and 457, COBRA and workers compensation.

• Worked with the Dr. Kenneth Cooper's Institute for Aerobics Research in Dallas, Texas (this is the organization that "re-invented" the word "aerobics" in the creation of an original wellness program for the City of Dallas! Established an original health care model that successfully reduced health care expenses.

Specific example: As a self-insurer for health benefits, the City of Dallas faced continuing rising health care costs.

What did I deliver: I performed as the "key" player in guiding senior management in the design, scope, implementation, and training on health care cost containment initiatives. The piloting stage of this project lasted six months, with full implementation delayed for nearly three years until allocation of funding. Program scope included: the design of an original wellness program; research and designation of facilities, staff and equipment; writing a RFP, contacting vendors, and scheduling on-site presentations by vendors to provide medical and fitness services, which culminated with my unilateral selection of a service provider. Monitored and validated program effectiveness: Reduced health promotion expenses by 52% in less than two months, with no reduction in services; increased health promotion program membership by 23% in less than six months; and, most importantly, validated a 68% drop in health claims by program membership vs. 79% increase in health claims by non-members.

Safety/Risk Management

Demonstrated experience in the recognition of loss control;

• Beginning in 1977, evaluated and designed loss control and engineering functions at the 12th largest property/casualty insurance company in the U.S., including impact of Wage & Price Control Guidelines.

• Designed, evaluated, surveyed, defined compensation structures, and established organizational design for safety and risk management functions in the following industries: property/casualty insurance, municipal government, health care, financial services, gaming, and public education.

Demonstrated knowledge of strategies to reduce liability and costs;

• Defined, and measured the relative risk, complexity, and impact of safety in over 7,000 positions.

• Trained staff and peers in safety/risk aversion, including designing positions and workflow in anticipation of the "Top 3 Questions After a Work Related Accident or Injury" - (1) What happened? (2) Why did it happen? (3) How did it happen?

Demonstrated experience analyzing operations and recommending improvements in procedures that will prevent costly accidents.

• Identified, coordinated and established safety initiatives in Streets, Transportation, and Sanitation Services; Waste Water Treatment; Aviation/Aeronautics, Police and Fire Departments

• Linked Health Care Cost Containment with Risk Aversion

• Managed "Sick Building Syndrome" (working with Industrial Hygienists, OSHA, etc.)

• Managed asbestos abatement (worked with contractors, and local and state regulatory agencies)

• Managed ADA, workers comp, and related policy development (Smoking, JCAHO, Workers Comp, PPE, Safety, etc.)

• 20+ years conducting safety-training initiatives [Tell them! Tell them what you told them. And tell them again!"]

Retirement

Profile-Benefits (Download)

At Reynos: Conceived and developed an original health benefits delivery system that captures and indexes health benefit savings to various financial instruments!

At FAMC: Managed deferred compensation 457(b), 401(a), plans; coordinated communication of retirement options through employee orientation, and employee handbook.

At DCFCU: Managed deferred compensation, coordinated communication of retirement options through employee orientation, and employee handbook.

At National Jewish Medical Research Center: Coordinated communication of retirement options through employee orientation, and employee handbook.

At the City of Dallas: Managed and provided immediate staff support to the Trustees for the 401(k) and 457 deferred compensation plans. As approved by the Trustees for each plan: scheduled and communicated meetings, including closed sessions; established and communicated administrative protocols, including customer service practices with potential and existing plan participants; performed as first point of contact for financial counseling for employees inquiring about or applying for a hardship distribution; communicated, received and submitted hardship requests to the plan trustees. As directed by trustees, conducted original research and analysis on diverse financial issues; vigilantly monitored plan(s) to ensure compliance with the 1/3 - 2/3 test (for over compensated employees), and monitored vendor (PEBSCO) to ensure marketing of deferred compensation to City employee was consistently egalitarian. Supervised one FLSA exempt retirement specialist.

• Amended 401(k) Early Retirement Incentives in compliance with the Tax Relief Act of 2001.

Personal Commitment to Health and Fitness:

• Trip Reynolds leads by example; he has never filed a health claim, and he has never used a sick day at any employer.

• Trip Reynolds leads by example; he is a career athlete with a lifetime commitment (click here) to personal health and fitness.

 


Resume of Trip Reynolds

Training

Profile-LAW DEPARTMENT-EMP TRAINING PLAN (Download)
Profile-LEGAL PERFORMANCE REVIEW
(Download)

• Profile-Training & Development (Download)

• Trained staff, supervisors, managers and senior executive management on recruitment and selection, employee relations, AA/EEO/ADA, unemployment compensation, workers compensation, benefits administration, position management, position equity, compensation, job evaluation, organizational development, employment law, FLSA, recruitment advertising, and HRIS administration.

Dear Trip, I would like to thank you for the time and effort you put in with me as I tried to make sense of the reclassification process.  Your sense of humor and patience on my behalf was quite refreshing.  You walked me through some very confusing Excel applications and made it seem easy.  Additionally, helping me to undestand "options" available helps me to make a more informed career decision. Again, thank you and yes "Math is my friend! Diana Gadison, Teacher, Denver Public Schools

• Consistently received high praise for my original training program, "How to make employees more productive!"

• At DCFCU: Stabilized staff performance and reduced teller overages by eliminating an ineffective training program.

• Trained on JDEwards, LAWSON, ADP and other HRIS software. Over the past 25 years, have attended employment law seminars sponsored through numerous legal and legislative outlets.

• On-going self-training on Windows/PC [3.xx through Windows XP] and Apple/Macintosh [6.xx through 10.xx] operating systems, and numerous software and hardware peripherals.

"The supervisory development conference, 'Excellence Through Quality' was a success. Thank you for agreeing to facilitate the seminar on 'Upgrading Procedures and Policies.' Your commitment helped make the difference. Thank You."
Jan Hart, (former) City Manager, City of Dallas

"Trip often helped me in accomplishing my goals. He served as an instructor for two conferences held for two thousand employees, provided strategies to supervisors, and Trip was instrumental in carrying out the Executive Development Program by ensuring validity and reliability. He is creative, personable, and energetic. His talents will benefit any organization."
Bonnie A. McElearney, Manager of Personnel Development, City of Dallas

"Trip has always made himself available to help others. He has participated in and supported numerous training, and organizational development activities and Trip was very helpful in working with me to establish the position of Total Quality Manager."
Huey May, Total Quality Manager (Retired), City of Dallas


Resume of Trip Reynolds

Communications

Profile-Communications (Download)

As demonstrated by producing all content on this web site, Reynolds has robust, successful proficiency creating and installing all media relations, public affairs, graphic design, web site development (see "Sage Memorial Hospital" below), and broadcast communications (radio and television) for all employee-based communications; including creating and designing reporting relationships, departmental structures, and compensation plans for employers in the private/public sector, profit/non-profit, union/non-union and multi-site/multi-state and international environments; which includes broadcasting, aerospace, public education (K-12), finance, health care, gaming, IT, retail, manufacturing, municipal government, and property/casualty insurance industries. The following is an example of what he can do and how Reynolds would immediately evolve a basic, no frills "point-and-click" web site to enhance both internal and external employee and client-based communications.

Employer
Jeppesen / Boeing
http://www.reynos.com/JeppJobs/job-descriptions.htm2.htm
Fremont Area Medical Center
http://www.reynos.com/Resume/FAMC-HR.com/famc-hr.htm
Denver Public Schools
http://www.reynos.com/HR/Resume/DPS/index2.htm

Sage Memorial Hospital
2013-14
Proposed
Entirely Designed by
Trip Reynolds

Overview: Accustomed to conducting oral presentations, seminars, and public speaking on all HR issues before senior executives, boards of directors, governmental agencies, criminal courts, civil courts, unemployment hearings, worker compensation hearings, and numerous employee-oriented encounters which are typically on-demand, unplanned, unscheduled and one-on-one or one vs. many. Likewise, I'm equally accustomed to directing, managing and conducting accelerated but quality research and analysis, and preparing written communications to all of the aforementioned on-demand.

Persuasive Skills: Recommendations are anchored to and presented with validated facts, tangible and discernible work product, and empirical data. Consequently, where others provide opinion or commentary, I effectively and diplomatically persuade by producing tangible operational savings and efficiencies! The veracity of my work product can always be verified by my peers, staff, and client/customers.

"Trip often helped me in accomplishing my goals. He served as an instructor for two conferences held for two thousand employees, provided strategies to supervisors, and Trip was instrumental in carrying out the Executive Development Program by ensuring validity and reliability. He is creative, personable, and energetic. His talents will benefit any organization." Bonnie A. McElearney, Manager of Personnel Development, City of Dallas

It is a pleasure for me to write a letter recommending Trip Reynolds. Mr. Reynolds has an extensive knowledge of human resources and continuously seeks to expand his knowledge and problem solving/managerial skills. He has demonstrated ability to clearly articulate complex issues and presents information with confidence. Trip has analyzed the salary structures of all employee groups, identified inequities, and made recommendations for improving our "way of doing business." Irv Moskowitz, Superintendent, Denver Public Schools

Trip has been an invaluable resource for us the past few years. As you are aware, Human resources is a landscape littered with many potential landmines. He has extensive knowledge in this area, and we have always been very comfortable relying upon his advice. Trip has given us excellent counsel on many different situations. He has also composed exceptional documents for us to handle these various situations. Please feel free to contact me regarding Trip Reynolds. I would be happy to give my highest recommendation regarding him and his expertise in the HR field.
Bradley H. Harvey, President/CEO, Horizons North Credit Union

"The supervisory development conference, 'Excellence Through Quality' was a success. Thank you for agreeing to facilitate the seminar on 'Upgrading Procedures and Policies.' Your commitment helped make the difference. Thank You." Jan Hart, (former) City Manager, City of Dallas

WHY HAS HR BECOME SO . . . IMPERSONAL?



 
TO SCHEDULE OR ATTEND A SEMINAR, CLICK HERE


Resume of Trip Reynolds

International Focus

FUNCTION
WHAT
WHERE
Compensation
• Assessed validity of existing, proposed salary schedules against targeted hiring practices and market equity, with on emphasis on operations in the UK and Germany, and compliance with Works Councils and related data privacy requirements. Researched compensation in developing markets in South America and China.

Salary Surveys – Conducted telephone surveys (via satellite offices) or purchased (Mercer) proprietary surveys

Assessed validity of salary schedule design against parent company (Boeing)

• Write/update job descriptions

Jeppesen - The world's leading producer of navigation charts and related services for aviation, marine and rail.

 

 

Compensation

• Compensation analysis – Researched compensation for the recruitment of teachers, with an emphasis on bilingual (Spanish and Vietnamese) staff; research primarily focused on Mexico and Southeast Asia (Indonesia, Vietnam).

• Assessed validity of existing/proposed salary schedules against targeted hiring practices

Denver Public Schools - 46th largest public school districts in the U.S.

Compensation
• Compensation analysis - Researched compensation for the recruitment of elite physicians, elite medical research, and nursing staff, with an emphasis on Europe and Asia (China).

• Salary Surveys - Conducted worldwide telephone surveys (via peer-to-peer medical research institutions) or purchased proprietary surveys

• Assessed validity of existing/proposed salary schedules against targeted hiring practices

• Write/Update job descriptions

National Jewish Medical Research Center - the #1 respiratory medical research center in the U.S.

Compensation
• Compensation analysis – Analysis confined to a general assessment on the value of Police and Fire positions internationally. Note: Data was not used to influence pay practices.

City of Dallas - the nation's ninth largest municipal government [during my employment with the City of Dallas, it held the longest continuous Aaa rating from Moody's (since 1973) and AAA from Standard & Poor's (since 1978) of cities with populations of more than 400,000]

Recruitment and Selection

• Identified Foreign Nationals employed/to be employed.

• Designed and placed display advertisements in local, regional, national, and international print or broadcast media.

• Recruited foreign nationals and managed J1, H1 Visa (China, UK, Russia, Australia, Ethiopia, various nations in Africa, etc.)

National Jewish Medical Research Center - the #1 respiratory medical research center in the U.S.

Employee Relations

• Developed/maintained a Foreign language Directory

• Internal: Eleven languages; 14 countries (Europe, Asia, South America, Africa); 25 to 40 employee participants

• External: 50 to 100 languages via an external language bank

National Jewish Medical Research Center - the #1 respiratory medical research center in the U.S.

Broadcasting

• Produced, filmed, edited, and broadcast the most diverse community-based U.S. domestic and international-based content of any public access television station in the U.S.

• As reported to the Omaha City Council in April 2010, as a result of CTI22's diverse domestic and international content, at any given time CTI22's broadcast audience ranged from 13% to 20% of Cox subscribers!

• Special Approval from the Embassy of the People’s Republic Of China (Geng Shuang, Press Counselor and Spokesman) to exclusively broadcast original, unedited video content from the People’s Republic of China.

"Dear Trip Reynolds, referring to your letter addressed to Ambassador Zhang Yesui of the P.R.China and dated on November 23, 2011, we are providing these materials (15 videos) for your company (Community Telecast, Inc.).  Hope you will find them interesting and useful.  Best regards, Geng Shuang, Press Counsellor, Embassy of P.R.China in the U.S."

• Special Approval from the Consulado de Mexico en Omaha (Jorge Ernesto Espejel Montes, Consul de Mexico) to exclusively broadcast original, unedited video content from the nation of Mexico.

• CTI22 broadcast more of the following content than all other metro area TV stations combined: public service announcements promoting metro Omaha community-based organizations, events, and businesses; more original programming involving elected officials; more original, Omaha-based programming for African-American, Latino, Native American, Asian, and other ethnic groups; and more original, Omaha-based religious programming. We Broadcast the Community!™

1. Afghanistan at a Crossroads (Creighton University)

2. Asian World Center (Creighton University)

3. Battle for White Clay (Native American)

4. Bethesda Ministries International

5. Brotherhood of the Cross and Star (Nigeria)

6. Cinco de Mayo Parade Celebration (15+ years of “FREE” prime time broadcast coverage

7. Democracy Now!

8. El Grito Hispano de Omaha

9. El Perico presenta Sabor a Omaha

10. The Great Indian Wars

11. Howie Corbaley presents Karaoke Throwdown featuring Vietnamese Karaoke

12. Indigenous Voices (Native American)

13. La Voz Latina de Omaha

14. Omaha Business Showcase: Maria Bonita Restaurant

15. Omaha Business Showcase: Club Mex Mexican Restaurant

16. Omaha Business Showcase: Film Streams

17. Omaha Business Showcase: Rebecca's Indian Trading Post

18. Nation of Islam

19. Cultural Showcase: Cinco de Mayo
Omaha

20. Cultural Showcase: Asian Heritage
Omaha

21. Cultural Showcase: Native 1American Pow Wow
Omaha

22. Cultural Showcase: 2Serbfest
Omaha

23. Cultural Showcase: Omaha Pipes and Drums at St. Andrews Episcopal Church

24. Special (Prime Time) Broadcast: Cinco de Mayo dance from the Kroc Center

25. Special (Prime Time) Broadcast: Chief Standing Bear Awards Luncheon

26. Special (Prime Time) Broadcast: Nation of Islam presents “Extreme Weather: Are You Prepared?”

27. Special (Prime Time) Broadcast: Heartland Family Service presents “How to Help Sudanese Youth Stay Out of Juvenile Court”

28. Real Solutions with Dr. Saidi Liwaru

29. Republic of Lakotah with Russell Means

30. Sudanese Civil Society

31. Plus, dozens and dozens of special programs featuring Sally Yeh (Hong Kong), AI (Japanese), and other international preforming artists.

Community Telecast, Inc.

CTI22 broadcast more of the following content than all other metro Omaha TV stations combined: public service announcements promoting metro Omaha community-based organizations, events, and businesses; more original programming involving elected officials; more original, Omaha-based programming for African-American, Latino, Native American, Asian, and other ethnic groups; and more original, Omaha-based religious programming. We Broadcast the Community!™

[IRS 501 (c)(3)] was the only broadcast cable television company in the metro Omaha area and within 18 states to focus on the community. For its general operations we receive NO tax support from the federal government, State of Nebraska, or local government, or revenue based on franchise fees from the cable company franchise holder. We were supported only through membership fees and donations.

(Valid / Current) U. S. Passport, Harold (Trip) J. Reynolds
• #1701xxxxx

Secretary of State of the United States of America


Resume of Trip Reynolds

 

Team Building
As a HR professional, it has always been a routine aspect of my work to establish, develop, and maintain effective teams. In this regard I've worked with hundreds of managers and staff to successfully handle all HR issues, from building management teams to successfully engineer departmental reorganizations, to working with numerous charitable organizations to achieve fund raising objectives; from building inter-departmental recruitment teams targeting recruitment of women and minorities, to building training and development teams to produce global increases in employee performance and merit pay distribution; from resolving perceived pay inequities between departments, to independently identifying employee performance and disciplinary issues and then training and developing management teams in compliance with employer policies; and, yes, I've done much more. The immediate and intrinsic nature of human resources is the integration of all required positions, internal and external, to achieve employer goals and objectives, and in this regard, I have a demonstrated history of working successfully with all kinds of people. Presented below are diverse examples of how I've developed teams to achieve diverse goals and objectives.

• Recruitment

• Fund Raising / Community Involvement

• Employee Participation

• Personnel Rules/Employee Handbooks



Resume of Trip Reynolds

Recruitment (TEAM BUILDING)
It had long been the policy of the Denver Post to only run recruitment advertisements for individual employers, which enables the Post to make more money. As Vice President of Human Resources for Denver Community Federal Credit Union (DCFCU) I was immediately responsible for employee recruitment. Unfortunately, when most people think about financial service employment the first thing that comes to mind is the "b" word or "bank." In this regard, even before being hired by DCFCU, I observed that local banks had consistently placed weekly recruitment display advertisements, but credit unions never place the money ads that grab the most attention. Even the local chapter of the credit union lobbying association did not promote credit unions as a "source for financial services employment."

Therefore, I proposed a recruitment strategy to the President/CEO of DCFCU who put the success or failure of my campaign solely on my back. I conceived two recruitment campaigns, one for DCFCU (at left) as "The Consumer's Choice," and another where I contacted peer credit unions with a strategy to promote and "brand" our financial institutions as "The Source for Financial Services Employment!" I designed display advertisement for both campaigns.

I coalesced area credit unions on the advantages of supporting each other, and also acquired the assistance of a professional contact at the largest single advertiser for the Denver Post - Nationwide Advertising, Inc. Working together, we were able to persuade the Post, for the first time in its history, to run several weeks of composite ads featuring multiple credit unions! Presented below is the initial draft I designed, followed by one of the actual ads placed in the Denver Post.

As expected, local banks took notice and, for the first time they had to play catch-up to a credit union recruitment initiative. Local banks responded with competing ads. I believe in and practice competing. Some lead, others follow.

(BELOW) "Branding" campaign demo submitted to area credit unions
 



Click the above advertisement to enlarge.

One of the actual "branding" campaign recruitment advertisements

 


Resume of Trip Reynolds

Fund Raising/Community Involvement (TEAM BUILDING)

• Proposed and developed fundraising campaigns to advance revenue streams for local and nationally recognized mentoring organizations, healthcare providers, civic organizations, etc.

• Lead and sponsored community-access television, non-profit athletic organizations, and cultural and fitness events.

• Lead employee-based fundraising campaigns for local charitable organizations, and as an active member of community-base speakers bureaus.

ALL ORIGINAL WORK PRODUCED BY TRIP REYNOLDS


NATIONAL CARES MENTORING MOVEMENT


CRETE
CHAMBER OF COMMERCE



SAGE
MEMORIAL
HOSPITAL

SAMUEL RODGERS
HEALTH CENTER

BENEFIT CONCERT FOR
CHARLES DREW
HEALTH CENTER

LETTER OF
APPRECIATION FROM
RICHARD L. BROWN, CEO
CHARLES DREW

PAGE 1 PAGE 2

METRO
COMMUNITY
COLLEGE

GROWING TRUST IN THE MARKETPLACE
CLICK ABOVE IMAGE TO ENLARGE POSTER


TO DOWNLOAD BROCHURE,
CLICK THE LINKS BELOW:

Reynolds volunteered as President/CEO of CTI22

CTI22 sponsored
Omaha's 1st
5K Run to promote minority
health and fitness!

 

12TH ANNUAL
ASIAN CULTURAL WEEK
CLICK ABOVE IMAGE
TO ENLARGE POSTER

TO DOWNLOAD BROCHURE,
CLICK THE LINKS BELOW:


 

 



Reynolds' letter to
President Obama

 

REYNOLDS HAS VOLUNTEERED
HIS
ARTISTIC TALENT TO
SUPPORT FUND RAISING
FOR CULTURAL ARTS PROGRAMS
IN DENVER, DALLAS, CHICAGO,
SAN DIEGO, AND SAN JOSE.


ALL IMAGES ARE FREE HAND
CHALK DRAWINGS IN TRIBUTE
TO FRANK SINATRA

FRANK SINATRA

FRANK SINATRA

 

 

CLICK ANY IMAGE
AT RIGHT TO ENLARGE


Reynolds lead NJC staff sorting food at the Food Bank of the Rockies

"Trip and I had the opportunity to work together on the 1992/93 United Way campaign at National Jewish. That campaign produced the highest dollars raised by National Jewish and placed the Center at the top of Denver hospitals in employee participation. Trip is not afraid to step out of the box and try new and innovative approaches rather than do things the way they have always been done. In looking at Trip and his many talents he is certainly someone that would be an asset to any management team." Jan M. Swanson, Assistant Campaign Director, Mile High United Way

• Reynolds has over twenty years of corporate and community oriented team building experience, including past president of the Denver Track Club, past president of Moyo Nguvu Cultural Arts Center in Denver, Colorado, and member of the Chicago Jaycees, and a "high demand" speaker in Kemper Insurance Company's employer sponsored community Speaker's Bureau.

 

 

 

Click above image at right to review/download brochure.


Resume of Trip Reynolds


Employee Participation (TEAM BUILDING)

• To demonstrate a public commitment to health and fitness, I successfully and repeatedly lead teams of City employees in various athletic competitions [5k runs, track meets, fitness festivals, etc.] against other public and private sectors employers in metro Dallas. In one particular event, I ultimately persuaded the City Manager, Charles Anderson, who was not a runner, to run anchor in response to a one-mile relay challenge from another local municipality. I personally guaranteed the City Manager that he would have at least a quarter-mile lead and, yes, my team delivered! The City Manager literally walked across the finish line, very relaxed and proud of his team of City employees!

Manufacturers Hanover Corporate Challenge (1986)
Trip Reynolds is located in the first row, third from the left.

LEFT, Institute for Aerobics Research (Cooper Clinic 1986); and RIGHT, Xerox Marathon Relay (1983)

CLICK PHOTO TO ENLARGE

Institute for Aerobics Research
(Cooper Clinic 1989)

CLICK PHOTO TO ENLARGE

Institute for Aerobics Research
(Cooper Clinic 1989)


CLICK PHOTO TO ENLARGE

Institute for Aerobics Research
(Cooper Clinic 1986)

 



CLICK PHOTO TO ENLARGE

Institute for Aerobics Research
(Cooper Clinic 1988)

CLICK PHOTO TO ENLARGE

Manufacturers Hanover Corporate Challenge (1985)

CLICK PHOTO TO ENLARGE

Manufacturers Hanover Corporate Challenge (1984)

 



Wellness Program and Challenge

From grade school to college and beyond, I've always held a committment to my personal health and fitness. At the City of Dallas, even though the City did not have dedicated shower facilities for employees, nevertheless, I was one of only a few employees who would go running during their lunch break and frequently in 100+ degree weather.As the "wellness concept" was being floated throughout corporate America and within the City of Dallas I was initially very skeptical, because the the health care delivery system in the U.S. is not designed to keep people healthy and fit, or well. Plus, many senior decision makers are not concerned about the cost of health care, because the cost of health care does not have the same impact on highly compensated management and especially senior executive management. Even worse, given that the clear majority of employees and management are morbidly overweight, especially at the City of Dallas and throughout Texas, there was very little interest for anyone to actually create a strategically designed health care delivery system that would actually reduce costs and improve employee health.I was asked by the HR Director and several senior managers to become a member of the Wellness Program because of my: (1) personal committment to health and fitness; (2) knowledge of health, fitness, and health benefits administration; and (3) due to my employment within the City's HR Department and my knowledge of and access to the City's health benefits program.

COD-WELLNESS-SM.jpg

Initially, the Wellness Committee lacked direction or clearly defined objectives; and some senior managers wanted to create a "fitness club" solely for senior managers. I wrote the memorandum at below to express a pragmatic, linear approach to constructively question and guide the City's wellness initiative.

COD WELLNESS@700.JPG

Trip Reynolds is located second from left.
Trip Reynolds is located in the center.

 

Click above image to read "rap."

 

Question: What kind of "team spirit" do I bring to my employer?

Response: I successfully and repeatedly lead teams of City employees in various athletic competitions [5k runs, track meets, fitness festivals, etc.] against other public and private sectors employers in metro Dallas. In one particular event, I ultimately persuaded the City Manager, Charles Anderson, who was not a runner, to run anchor in response to a one-mile relay challenge from another local municipality. I personally guaranteed the City Manager that he would have at least a quarter-mile lead and, yes, my team delivered! The City Manager literally walked across the finish line, very relaxed and proud of his team of City employees!  In the photo above, the City Manager is noticeably dressed in a suite and tie, and that's me in the middle - surrounded by employees from Fire, Finance, Water, Police, etc. By the way, we also demonstrated the City's public commitment to health and fitness and pride about our place of employment.


Resume of Trip Reynolds

Personnel Rules / Employee Handbooks
I was immediately responsible for leading and managing the addition, deletion, revision, and review of all personnel rules for the City of Dallas. Although this was not a unionized environment, the character and scope of employee relations mirrored such as captured in the content of the Personnel Rules book:
  • seven core Articles (Organization, Compensation, Leave Policies, Benefits, Rules of Conduct, Discipline/Grievance, and Injured Employees),forty-five (45) sections; and
  • nearly seven-hundred (700) sub-sections

As project lead, I independently designed a "Personnel Rule Change Worksheet (PRCW)" which: (1) presented the current rule; (2) requested observations/comments about the current rule; and (3) requested any revision, deletion, or creation of a new rule.

I used the PRCW to canvass all department directors and senior executives [approximately 75] on each personnel rule. Subsequently, I compiled and, if appropriate, consolidated responses, or I unilaterally proposed original rules. Next, I scheduled and coordinated a robust review process which included polling staff review of selected rules, securing and validating legal review of all rules, and preparing a final document for review and approval by the City Council. During this entire process, I routinely meet with individual employees or groups of employees and management to discuss this process, including scope, cost impact, implementation, future revision and, where necessary, reconciliation with Civil Service Rules. The initial "grunt" work was completed in three months, with the first draft completed in six months, and City Council approval achieved approximately twelve months after conception of project.

Please keep in mind, I've already successfully accomplished (complete policy revision) what you might be preparing to do! Plus, to this very day, I have consistently been immediately responsible for conducting over three-(3) dozen employee surveys (management and non-management), and drafting, securing consensus review, and implementing personnel policies and procedures on every conceivable HR issue [including ADA, EEO, AA, employment, dress code, overtime, new employee processing, Bloodborne Pathogen, safety (OSHA), risk management, reinsurance, sick leave, EAP, employee grievance, etc.] since 1977! To validate my management of this team building event, presented below is a page from the original personnel rules revision worksheet I used as my source document.

For more than two decades, I've written, designed, redesigned, and updated employment applications, employee handbooks, and over of 3,000 policies polices, procedures and administrative directives for public/private sector, profit/non-profit, union/non-union, multi-site/multi-state, and international environments employers in compliance with employment law. Employment applications and employee handbooks are available upon request.

   


Resume of Trip Reynolds


Position Sensitivity and Background Investigation

Given the increased concerns about employee safety and security, direct compliance to standards and policies for position sensitivity and background investigation have become extremely important. With regard to my candidacy, please keep in mind:

• In order to provide HR services in the aerospace industry, I was required to pass a criminal background check, drug screening, U.S. Federal security clearance and, as required, I successfully maintained compliance.

• In order to provide HR services in a K-12 public school district, I was required by State of Colorado law to pass a criminal background check and, as required, I successfully maintained compliance.

• In order to provide HR services in the financial services industry I was required to pass a criminal background check, required to be bondable and, as required, I successfully maintained compliance.

• In order to provide HR services in the gaming industry, I was required to pass a criminal background check, required to be bondable and, as required, I successfully maintained compliance.

• In order to provide HR services in the health care service industry, I was required to pass a criminal background check, and required to maintain compliance. Additionally, I was required to act in constant compliance with all health care and safety considerations, which frequently required direct access to both hospital and research facilities with immediate risk to contagious diseases, including Tuberculosis, HIV/AIDS, and numerous other pulmonary diseases, allergies, and disorders.

• In order to provide HR services in a municipal government, I was required by City Ordinancce to pass a criminal background check and, as required, I successfully maintained compliance.

You will find me to be one of the most energetic people you'll ever meet, and I consistently approach my work effort in the same fashion - 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. This is how I work, how I manage and motivate my staff to perform, and how I build successful relationships with anyone I encounter, both professional and personal!Thank you for considering my candidacy!I welcome any inquiry, at any time!Have a great day!

NOTICE: I'm cautious about signing or releasing legal/personal information online, because in the absence of a written offer of employment or non-disclosure agreement (NDA), the release and storage of personal information and intellectual property to a third-party is not safe, practical, and potentially litigious.

To contact me, please click here.

Resume of Trip Reynolds

Subject Matter Expertise (SME) - Compensation / Position & Change Management & Job Evaluation / Recruitment & Selection (local, regional, national & international) / Training and Organizational Development Employee & Labor Relations / Health Benefits Managed Care, Wellness & Cost Containment / Employee Assistance Programs Deferred Compensation / TQM / HRIS Employee Communications (print & Internet) / Diversity Management (AA/EEO/ADA) / Ethics

Environments - Private & public sector / Profit & Non-profit / Union & Non-union / Multi-site, Multi-state & International / Average employee population serviced is 9,611 and has ranged from less than 100 to over 60,000

Industries - Broadcasting / Aerospace / Public Education / Finance / Healthcare / Gaming / Manufacturing / Municipal Government / IT / Retail / Property & Casualty Insurance / Human Resource Consulting / Media Relations


FACTS ABOUT MY CANDIDACY - AN OVERVIEW

• Created/recruited over 50,000 jobs.
• Conducted performance management (reviewed and approved) over 443,810 employee performance evaluations!
• Lead and validated a 68% drop in health claims by health promotion program members vs. a 79% increase in health claims by non-members. http://www.reynos.com/Benefits/bene1.htm
• Diverse HR experience in public/private sector, profit/non-profit, union/non-union, multi-site/multi-state, and international environments.
• Diverse HR experience in aerospace, public education, financial services, health care, gaming, IT, retail, manufacturing, municipal government, property/casualty insurance, broadcasting, and HR Consulting.
• Produced (filmed and edited) and broadcast over 35,760 hours of community-based content


• Never used any sick days.
• Never filed any health claims.
• Never lost a decision to the EEOC.
• Won 100% of self-represented unemployment claims.
• Managed comp programs from $1 million to $507 million!
• SME in proprietary HRIS.
• SME in all HR communication methodology, including HTML.
• Evaluated over 7,000 jobs.
• Wrote over 7,200 job descriptions.
• Wrote over 3,000 policies; wrote dozens of employee handbooks.
• Conducted over 3,500 job audits.
• Created over 2,500 salary schedules.

Human Resource Consultant; Reynos Consulting; P. O. Box 4342; Omaha, Nebraska 68104
December 1995 to Present
[Referral based/freelance HR Consulting] Won all EEO claims; wrote policies/employee handbook/rules. Provided HR consulting services to aerospace, IT, financial, gaming, manufacturing, retail, and import/export industries. Designed and reconciled compensation strategies for retail sales operations that aligned with business unit objectives and strategies. Guided HR management at in-house counsel firms on performance management, document retention, linkage of proprietary legal office scheduling applications with HRIS, employee relations, ethics, and AA/ADA/EEO. Counseled senior management in organizational development, compensation, benefits, change management (CM), equity/stock analysis, training, and employee/labor relations.


President/CEO/General Manager; Community Telecast, Inc. (CTI22); Omaha, Nebraska 68111
December 2007 to June 2013 (Volunteer) [End of Community Access Broadcast Operations]
Direct all business operations 24/7/365, including human resources and fund raising [501 (c)(3)], through a constant, accurate reconciliation of expenses, revenue streams, and staff productivity. Doubled CTI22's budget in less than 7 months; increased revenue streams; installed new broadcast technologies; increased broadcast program hours and market share; collected on outstanding account receivables and brought all accounts current; and developed new relationships with the Native American and the Asian community. Broadcast the achievements of and programs of interest for the greater Omaha community, including businesses, elected officials, culture/ethics, civic groups, ethnic groups, and non-profits.

Manager of Human Resources; Fremont Area Medical Center; Fremont, Nebraska 68025
November 2006 to November 2007 [Temporary Employment]
Direct management of compensation, health benefits, employment, employee relations, and related HR disciplines for a 252 bed acute care and long-term care medical center located in metro Omaha.  Major focus on updating inequitably designed and managed legacy
comp and benefit programs. Identified significant salary inequities in acute nursing.  Completed revision of Employee Handbook and Compensation Policy, followed by the scheduled redesign of all job descriptions, all salary schedules, and recruitment and selection practices.  Designed and installed an HR intranet web site. Implemented cultural change to standards-based performance management, benefits management, and a proprietary point-factor job evaluation system.  Directly manage 2 FLSA exempt Human Resource Generalists, and 2 FLSA non-exempt HR Specialists.

Program Manager/Compensation; Jeppesen; Englewood, Co. 80112
April 2004 to July 2006 [Reduction-In-Force]
Primary consultant to senior management for all compensation matters including research, validation, methodology, and philosophy. Introduced job design and evaluation. Produced original salary schedules for management, non-management, and IT. Consultant to management on equitable application of compensation strategies for department-driven multi-site domestic and international locations. Lead assessment and conversion from proprietary in-house HR job systems to alignment with Boeing's (parent company) Salaried Job Classification System. Created JeppJobs.com, an intranet inventory of all company jobs descriptions, salary schedules and related data. Designed and installed an intranet web site for subsidiary compensation services (Jeppesen) 8 times faster/more efficient than a similar site managed by the parent corporation (Boeing). Compiled and validated merit ratings, merit increases, and bonuses for over 1,400 employees; identified major deficiencies in corporate-wide sales and marketing strategies; wrote and implemented Sales Incentive Plans for both U.S. domestic and international sales staff; Established market competitiveness and internal position equity for an $80 million compensation program/2,000 employees. Worked in conjunction with in-house counsel on additions-to-staff, AA/EEO, ethics, and corporate-wide contract compliance to standards for protection of intellectual property with an emphasis on positions engaged in sales and marketing. Designed and implemented an original salary schedule/job description intranet for the HR department, management and staff. Wrote and implemented Sales Compensation and Incentive Plans for both U.S. domestic and international aviation and marine sales staff. Aligned sales compensation to Business Requirements, IT Development Requirements, plus coordination with sales, customer service and product managers, and budgetary compliance with corporate Finance. Wrote a white-paper to prompt the evolution of product management and sales practices, and the reengineering of related compensation. Recipient of Jeppesen Service Award.

Program Director/Compensation; Denver Public Schools; Denver, Co. 80203
May 1997 to June 2003 [Reduction-In-Force]
Designed an original compensation structure that increased employee pay, eliminated the salary cap for 48% of employees who had reached their salary grade ceilings, improved market competitiveness, and saved nearly $4.5 million in salary expenditures with $0 cost of implementation. Successfully managed $350 million compensation program/17,500 employees. Worked in conjunction with in-house legal counsel on position hierarchy, additions-to-staff, salary placement, ethics, and alignment of positions to legislative oversight. Wrote RFP for HRIS services, and lead conversion from proprietary in-house HRIS system to Lawson. Produced $12,000 savings in recruitment advertising expenditures with no reduction in services. Provided subject matter expertise to Board of Education, senior management and 9 employee bargaining groups/unions. Designed compensation plans and strategies that achieved recruitment goals for the attraction of retail sales staff for paraprofessional, food services, call center, and skilled trades positions. Created the HR Department Intranet, with an inventory of all DPS jobs openings, job descriptions, salary schedules and related data. Revised employee handbook.

Vice President of Human Resources; Denver Municipal Federal Credit Union; Denver, Co. 80204
April 1995 to May 1997 [Career Advancement]
Successfully directed all HR disciplines, including compensation, benefits, recruitment/selection, training, workers comp, unemployment comp, employee relations, organizational development, CM, etc. Won all EEO claims; wrote AA plans, administrative policies/employee handbook/rules. Worked in conjunction with retained legal counsel on non-disclosure agreements and criminal prosecutions. Directed HR services to support increased asset growth from $50 million to over $100 million is less than 2 years! Designed compensation plans and strategies that achieved recruitment goals for the attraction of retail sales staff for teller positions and related strategies for cross-promotion of member services/sales. Won 100% of all unemployment claims resulting from involuntary terminations I've directly initiated, and 90% of all other claims! Reduced benefit expenses by 50%! Successfully managed $1.5 million compensation program/50 employees, change management, training and development. Lead and coalesced peer credit unions by pioneering multiple employer "group" ads to recruit financial services employees! Directly managed 1 FLSA exempt Training Specialist.

Manager of Employment, Compensation, and Employee Relations; National Jewish Medical Research Center; Denver, Co. 80206
January 1992 to July 1995 [Reduction-In-Force]
Won all EEO claims; managed AA/EEO/ADA and ER; wrote five AA plans, administrative policies, and employee handbook/rules. Guided retained legal counsel on HR responses to immigration issues, ADA compliance, and criminal prosecutions. Won 100% of all unemployment claims resulting from involuntary terminations I've directly initiated, and 90% of all other claims! Successfully complied with and completed a conciliation agreement with the OFCCP. Successfully managed $60 million compensation program/1,500 employees, including training, job evaluation, salary surveys, position classification and CM. Created fund-raising positions and updated related (sales) compensation plans (employer lead all metro area non-profits on fund-raising goal achievement).Wrote RFP for HRIS services, and lead conversion from proprietary in-house HRIS system to JDEdwards. Managed recruitment of foreign nationals and directed processing of J1, H1 Visas, etc. Managed HRIS and temporary employee services including RFPs; managed reduction-in-force (RIF). Chaired United Way campaign and lead all Denver hospitals in employee participation. Directly managed 1 FLSA exempt Compensation Specialist, and 2 FLSA non-exempt HR Specialists.

Manager, Personnel Programs; City of Dallas; Dallas, Tx. 75201
December 1982 to November 1991 [Relocation to Colorado for Marriage]
Successfully managed $507 million compensation program/17,500 employees, including staff and management training, job evaluation, salary surveys, position classification, and CM. Achieved a 68% drop in health claims by health promotion program members vs. a 79% increase in health claims by non-members. Negotiated and managed health benefits; reduced targeted expenses by 50%. Maintained legal compliance with all employment laws. Created and maintained position hierarchy, salary surveys, salary schedules for all legal staff positions including attorneys, paralegals, legal secretaries, word processing pool, etc. Designed salary schedules, job postings, position hierarchy, workflow, etc. Successfully maintained union avoidance. Successfully averted EEO claims and class action initiatives; wrote administrative policies/employee handbook/rules. Managed compensation, benefits [cost containment, deferred comp 401(k) and 457, wellness], HRIS, EAP, and position validation (Uniform Guidelines on Employee Selection). Directly managed 4 FLSA exempt supervisors, 8 FLSA exempt Personnel Specialists, and 3 non-exempt HR Specialists.

[Note: Successful HR experiences in property/casualty insurance, municipal government and HR consulting continues back to 1977!]

Education:
Juris Doctor (J.D.) – Completion pending.
MBA - Completed graduate hours toward degree. Northern Illinois University; DeKalb, Illinois
BA - Ottawa University; Ottawa, Kansas, Academic Honors, FCC Certificate
AA - Garden City Community Junior College; Garden City, Kansas, Academic Honors
High School Diploma - Wichita Heights High School; Wichita, Kansas

Plus, numerous professional seminars on a variety of HR issues with an emphasis on compensation, benefits, employment law, and employee relations. Computer skills: J.D.Edwards (HR Certification), Lawson (HR Certification), Great Plains, ADP, and other proprietary HRIS via AS/400 and HP900 and other platforms, ADP Payroll (DOS and Windows), Windows 3.1/95/98/00/NT/XP/Vista, Macintosh OS 6.0 through 10.xx, Microsoft Works and Microsoft Office, WordPerfect, PageMaker, PhotoShop, AppleWorks, and Internet and HTML software including DreamWeaver, Flash, FireWorks, HomePage and more. FEMA Emergency Management Institute Certifications IS-00100, IS-00200, and IS-00700. PowerPoint Presentation (Download)

Personal
:
Health/Excellent - I've never used a sick day or filed a health claim with any employer! Masters Mile PR: 4:35 (1991) Masters 200 meter PR: 23.5 (1997); Former President, Denver Track Club; Member, Colorado Masters Track & Field Club [http://cmtf-club.org]; USA Track and Field Champion in various events (100 meters, 200 meters, 400 meters and 1,500 meters) over the past three decades in Kansas, Illinois, Texas, Nebraska, Colorado, and Utah! Volunteer as EVP/General Manager and Webmaster for Community Telecast, Inc. Channel 22 [http://www.communitytelecast.com]

Relocation:
I can handle my own relocation expenses.


Letters of Recommendation

Click underscored names to download unabridged
Letters of Recommendation / References with contact information, please click here.

I have had the pleasure of working directly with Mr. Reynolds.  I am giving my full recommendation for Mr. Reynolds, as he would be an asset to any company interested in hiring an individual strong in human resources and/or employee wellness.
Lynn Lamprecht, Director of Outreach Services, Fremont Area Medical Center

Trip, it is difficult for me not to overstate the value I feel you have brought to the Human Resources team and to Jeppesen. Your previous experiences have brought Jeppesen a new expertise. Your ability to evaluate the current issues, to develop a method to address these issues and to communicate in a logical and understandable manner has already started to establish more credibility in the compensation area. Because your responses are well researched and well thought out managers and employees are appreciative of the direct answers you give to their questions.
Gwen Underwood, Manager of Employee Services, Jeppesen

Trip, Thanks for your contribution this year! You've made a great difference in the way compensation is viewed by the management! Thank you!
Alice DiFraia, Director of Human Resources and Organizational Development, Jeppesen

It is a pleasure for me to write a letter recommending Trip Reynolds. Mr. Reynolds has an extensive knowledge of human resources and continuously seeks to expand his knowledge and problem solving/managerial skills. He has demonstrated ability to clearly articulate complex issues and presents information with confidence. Trip has analyzed the salary structures of all employee groups, identified inequities, and made recommendations for improving our "way of doing business."
Irv Moskowitz, Superintendent, Denver Public Schools

Let me express my appreciation for the time and effort you devoted this summer to the development of salary proposals for teachers and administrators. I know that at times you worked at quite a hectic pace, but the quality of the work you produced is exemplary. I extend to you my sincere thanks and best wishes.
Sharon A. Johnson, Interim Superintendent, Denver Public Schools

Trip Reynolds identified the problem and impact of pay practices on employees that are hired at mid-year. His analysis of the problem and corresponding recommendation reflects well on his work, as well as his proposed solution, which is attached. He has certainly proven to be an asset to the Department.
Johnny Lydia, Chief Personnel Officer, Denver Public Schools

Dear Trip, I would like to thank you for the time and effort you put in with me as I tried to make sense of the reclassification process.  Your sense of humor and patience on my behalf was quite refreshing.  You walked me through some very confusing Excel applications and made it seem easy.  Additionally, helping me to understand "options" available helps me to make a more informed career decision. Again, thank you and yes "Math is my friend!
Diana Gadison, Teacher, Denver Public Schools

Trip has been an invaluable resource for us the past few years. As you are aware, Human resources is a landscape littered with many potential landmines. He has extensive knowledge in this area, and we have always been very comfortable relying upon his advice. Trip has given us excellent counsel on many different situations. He has also composed exceptional documents for us to handle these various situations. Please feel free to contact me regarding Trip Reynolds. I would be happy to give my highest recommendation regarding him and his expertise in the HR field.
Bradley H. Harvey, President/CEO, Horizons North Credit Union

It is my pleasure to write a letter of recommendation for Trip Reynolds, who served as the Vice President of Human Resources at Denver Community Federal Credit Union for three years. As President/CEO of Denver Community Federal Credit Union, I have had the pleasure of working directly with Trip. Trip has played a pivotal role in developing and implementing the HR programs that make DCFCU strong. His work ethic and communication skills would bring value to any new opportunity he pursues.
Carla Hedrick, President/CEO, Denver Community Federal Credit Union

Trip is not only a friend but also my mentor. He is able to adapt and use his expertise in any industry. As an HR Manager, I have worked primarily in the manufacturing and food industry since 1995. I have requested Trip's HR expertise many times and he successfully helped me through many HR situations ranging from employee relations, compensation and training. He has also helped me in starting my own consulting career. I recommend Trip Reynolds to any employer that is looking for a seasoned, proactive and innovative person. You would not be disappointed.
Elizabeth "Liz" Laurel, Human Resources Manager, Pacific PreCut

While my relationship has been limited with Mr. Reynolds, all of my business negotiations have been very professional. He has followed through and done what he told me he would do, and for this reason by itself, I would certainly look forward to working with him in the future in any capacity he may be in.
Larry Fine, President, Fine & Company Executive Recruiters

Trip often helped me in accomplishing my goals. He served as an instructor for two conferences held for two thousand employees, provided strategies to supervisors, and Trip was instrumental in carrying out the Executive Development Program by ensuring validity and reliability. He is creative, personable, and energetic. His talents will benefit any organization.
Bonnie A. McElearney, Manager of Personnel Development, City of Dallas

I have found you to be my point of contact very frequently over the past three years. I take this opportunity to thank you for those many times you have assisted me in my work. You have always been pleasant, knowledgeable and competent from my point of view.
Betty D. Askew, PBX Supervisor, National Jewish Center for Immunology and Respiratory Medicine

Enclosed in the proposed personnel reorganization of Reunion Arena. This is the result of many hours of working with the Personnel Department over the last 8 months. Individuals with the Personnel Department who have assisted in this effort are Dr. Troy Coleman, Joe Tillotson, Albert Chew, Bill Underhill, Melinda Crayton, and especially Trip Reynolds.
Will Caudell, General Manager, Reunion Arena

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

Trip, I have just reviewed the Affirmative Action Plan and want to congratulate you on a job well done. It is by far the most complete, well organized and accurate plan done during my time at National Jewish. Thanks!"
Fred Langille, Executive Vice President/Chief Operating Officer, National Jewish Center for Immunology and Respiratory Medicine [also click here]

As Manager of Employment, (Trip) demonstrated many innovative approaches to staffing challenges creating more effectiveness within his organization. I can honestly say that I find Trip to be a very bright and capable individual and would recommend his talents to anyone needing a strong human resources individual."
Jay Velinder, Executive Vice President, Talent Tree (Staffing Services)

The supervisory development conference, 'Excellence Through Quality' was a success. Thank you for agreeing to facilitate the seminar on 'Upgrading Procedures and Policies.' Your commitment helped make the difference. Thank You." Jan Hart, (former) City Manager, City of Dallas

Trip is straightforward in his demeanor and not afraid to address a negative situation. He would seek out solutions instead of fingerpoint. I consider him to have vision as well as the ability to follow through. He is honest, articulate and conceptual in his dealings with my company. He exhibits a 'can do' attitude with the discipline to get it done. He takes on the yoke of responsibility and has the drive and focus to achieve a goal with bottom line earnest. He is an excellent "people person" and knows his staff quite well.
John M. Stepien, Regional Vice President, Nationwide Advertising Service

I just want to take this opportunity to thank you for your special assistance at National Jewish Center. As you are aware, the legal matter in which we were engaged required the presentation of a complex set of facts to a government agency. The manner in which you organized the facts was very important to the successful outcome of the case. Since working with you on this project, I have used the system you engineered successfully in other situations. In addition to presenting the facts in an organized, easy to understand fashion, it is a pleasure to work with a person who maintains their objectivity and is able to treat "difficult to handle" people fairly and with concern.
Ann Allott, Attorney at Law, Allott, Engineer & Makar

Trip has always made himself available to help others. He has participated in and supported numerous training, and organizational development activities and Trip was very helpful in working with me to establish the position of Total Quality Manager.
Huey May, Total Quality Manager (Retired), City of Dallas

Thank you very much for taking such an active, enthusiastic role in the four safety seminars provided for office personnel from the Business Operations of Dallas Water Utilities last week. Seventy-eight (78) employees attended the seminars, and I've heard some wonderful comments and compliments. We look forward to working with you again.
Janet Milligan, Prebill Audit and Clerical Support Supervisor, Meter Activities Division, City of Dallas

My interaction with Trip has been limited, but positive. In 1991, as a part of the downsizing it was necessary for me to lay-off an employee. I was on sick leave so Trip came to Dallas to handle this and to meet with remaining staff. This was a delicate situation and Trip handled it well!
Ann J. Stephens, Director/Dallas Regional Office, National Jewish Center for Immunology and Respiratory Medicine

Trip and I had the opportunity to work together on the 1992/93 United Way campaign at National Jewish. That campaign produced the highest dollars raised by National Jewish and placed the Center at the top of Denver hospitals in employee participation. Trip is not afraid to step out of the box and try new and innovative approaches rather than do things the way they have always been done. In looking at Trip and his many talents he is certainly someone that would be an asset to any management team.
Jan M. Swanson, Assistant Campaign Director, Mile High United Way

Seldom do people take the time to appreciate the efforts of those around them, however I wanted to do that for Trip Reynolds. Although Trip has never helped me personally with any major projects, I continue to hear good things about him from other employees, particularly those in my department. The impression I have gotten is that Trip takes the time to help others and is genuinely concerned about other people's problems. From a personal standpoint, I can tell you that every time I have ever called to request information, Trip has gotten back to me in less than 24 hours with accurate and precise answers. It is always refreshing to deal with someone with such a positive and helpful attitude, and I didn't want to see his efforts unnoticed!
Jeryl Feeley, Project Coordinator, National Jewish Center for Immunology and Respiratory Medicine

We found (Trip) very conscientious, and adept in dealing with students and adults in our educational system. We would recommend him highly for any position dealing with people.
Joe D. Reaves, Dean of Students, Chicago Public Schools

I have a demonstrated experience working successfully with all kinds of people!
Trip Reynolds • harold.reynolds@icloud.com

Supplemental Overview / Questions & Answers

1. What is the history and scope of your reporting relationships?

2.
What is the community, organization, reporting structure, and some of the issues faced in your current position?

3. Please provide specific examples of past supervision experiences, including challenges and outcomes to those challenges.

4.
Please provide specific examples as to how you would quickly establish credibility and integrate yourself within the organization.

5.
Please provide specific examples of working across boundaries within the organization, adjusting to different styles of management, and exhibiting a strong customer service approach to both internal and external environments.

6.
Why am I interested in this position?

7.
What barriers are there to accepting the position if it is offered to me?


1. What is the history and scope of your reporting relationships? Answer: See the following exhibit.

 

2. What is the community, organization, reporting structure, and some of the issues faced in your current position?

Community: I have been a resident of the Rocky Mountain region, and specifically of metro Denver, since 1991. For an assessment of community involvement, please see, "Fund Raising/Community Involvement." Also, please check my resume and listed under, "Personal," note that I am the current president of the Denver Track Club, and visit the club web site which I designed and manage [http://www.denvertrackclub.org]. Additionally, I routinely support the metro Denver art community as both patron and participant year after year, which includes: Denver March Pow Wow; Cherry Blossom Festival; Cherry Creek Arts Festival, Oktoberfest, Vietnamese & Cambodian New Year celebrations; Greek Festival; Asian Cultural Arts Festival; Larimer Square La Strada Dell' Arte, Cinco de Mayo; Balianese Forum; The People's Fair, Black Arts Festival, KoKo Japanese Drummers; Indian (Asian) dancing, and dozens of musical concerts and hundreds of foreign films.

Organization: As this question relates to my former employers, I've worked for diverse public and private sector organizations, profit and non-profit, union and non-union, which includes: public education, finance, healthcare, gaming, manufacturing, municipal government, IT, retail, property/casualty insurance, and HR consulting.

Reporting Structure: I was laid-off from my most recent position at Denver Public Schools on May 28, 2003. However, for an assessment of my most recent reporting structure, please see the above exhibit, "Employees Supervised - Demographics."

Some Issues Faced In My Current Position: The single most important issue in my current position is to change my status from unemployed to employed. However, in relating this question to my most recent regular full-time position, please note the following:

1. Installation of a new position classification system for managers, supervisors and senior administrators.

2. Installation of a new position classification system for office/clerical staff.

3. Annual review and updating of all salary schedules.

4. Adoption of a pay-for-performance model for teachers.

5. Expansion of health benefits for regular part-time staff.

6. Update and maintenance of all district web sites and, in particular, consideration of an Intranet for human resource activities via satellite self-evident-applications (SEA).

7. Integration of HRIS (Lawson) to other systems and platforms.

8. The continuing risk of being the school district with the majority of failing schools (85%) in the State of Colorado. All schools that fail to meet state educational standard for three (3) consecutive years, by State law, will be closed and converted to charter schools, which will require DPS to RIF teachers, staff and eliminate educational services due to a loss of operating revenue from the State.

9. The on-going challenge of rising health care and an employee population, including a bureaucratic management, not inclined to pursue innovation.

10. The continuing impact of nine (9) employee bargaining groups on organizational development and efficacy; in direct contrast with senior managers who are not skilled in organizational development and position management.

 

3. Please provide specific examples of past supervision experiences, including challenges and outcomes to those challenges.

Please see #1 above "Work History - Demographics" 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 the early 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.

Outcome (What did I deliver): I coordinated efforts of my staff located at the Center's main lobby and staff based at the HR department to (1) take a vigilant and positive approach: If ADA applicants can't get to us because of our brick and mortar limitations, then we must go to them. Consequently, to accommodate ADA applicants who entered the Center's main lobby, and to mitigate the possibility of staged media events, we (my staff and others) used vacant offices and conference rooms adjacent to the main lobby that were ADA accessible. We were very successful.

B. Specific challenge (What was changing): 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.

Outcome (What did I deliver): I directed my staff [one (1) FLSA exempt supervisor and three (3) FLSA exempt position classification analysts] to conduct job audits with rank and file regular full-time electricians and all other positions that perform similarly classified work (32 position classifications), and to conduct employee meetings with grieving employees. The result: As we had originally advised, we eliminated the perception of inequity by consolidating 32 positions classifications into 11 classifications of two groups, one for electricians, and the other for electronic technicians, and we eliminated the Trade Show Electrician position classification.

C. 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!

 

4. Please provide specific examples as to how you would quickly establish credibility and integrate yourself within the organization.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:

a. What are the employee demographics for each health plan? [i.e., number of plan participants, number of women, men, by race, by age, etc.]

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:

1. To re-establish and define, if necessary, objectives and expectations;

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 (see exhibit below).

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.

 

5. Please provide specific examples of working across boundaries within the organization, adjusting to different styles of management, and exhibiting a strong customer service approach to both internal and external environments.

A. Work across boundaries within the organization:

I've worked with hundreds of managers and staff to successfully handle all HR issues. For example:

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 (through on-site presentations, memorandum, newsletters, internet/intranet) human resource and administrative policies across all boundaries within the organization, and to external audiences as well (candidates, vendors, clients, media relations, etc.).

Team Building: As addressed previously, to achieve employer goals and objectives, working across boundaries also requires generating consensus and team building. 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!

B. Adjust to different styles of management:

I've worked successfully with pseudo-paramilitary, male dominated management who typically populate labor, skilled trades, public works, IT and senior management positions; while also working successfully with a more moderated and nurturing female dominated management in human services, health care, and social services. Yet, I've also successfully worked with non-stereotypical management styles in complete contrast to the aforementioned.

I've successfully worked with "sunset" oriented managers who take a lethargic approach to problem solving versus "sunset" oriented managers who "cut corners" because they just don't care, or to complete that last big project before heading out to retirement. I've worked with incumbents relatively new to management who display similar styles of managerial gusto, bravado, negligence, insight, and brilliance.

I've successfully worked with managers who wear their sex or race or whatever social or political issue they fancy on their shoulders. I've worked with management styles of great insight and keen direction and, in contrast, I've work with executive managers who have low self-esteem, chaotic direction, and poor initiative. I believe I've worked successfully with them all: ranging from the ingénue (the new kid on the block who doesn't have a clue), to the seasoned pro (a well-positioned subject matter expert who knows how and can be expected to get "it" - whatever "it" is done), to the rank (i.e., offensive) know it all, who, right or wrong, knows it all.

C. Exhibit a strong customer service approach to internal environments:

I have consistently observed a personal practice of responding to requests, internal and external as soon as possible. At Denver Public Schools, please note the following examples of my commitment to customer service.

Example 1-----Original Message-----From: Hargrove, Charles C.
Sent: Friday, May 16, 2003 9:48 AM
To: Reynolds, Trip
Subject: RE: Principal Class/Position DescriptionsTrip,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 DescriptionsHello, Charles:As requested, the subject items are attached.Have a great day!Trip Reynolds
Human Resources
Denver Public Schools

 

Example 2-----Original Message----- From: Muller, Bart
Sent: Wednesday, May 07, 2003 3:31 PM
To: Reynolds, Trip
Subject: RE: ABGW Market Survey for 2003-2004 Thanks for all your good work!

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

From: Reynolds, Trip
Sent: Wednesday, May 07, 2003 2:58 PM
To: Muller, Bart; Vonderharr, Denise
Cc: Weinstein, Lita
Subject: ABGW Market Survey for 2003-2004 Hello! The subject item is attached. << File: 2003-04 Skilled Trade Salary Survey.xls >> Have a great day!

Trip Reynolds
Human Resources
Denver Public Schools

Example 3

-----Original Message-----From: Vonderharr, Denise
Sent: Tuesday, May 06, 2003 2:54 PM
To: Reynolds, Trip
Subject: RE: 2002-2003 DPS Salary ScheduleThanks, Trip! This is exactly what I needed. ~ Denise-----Original Message-----From: Reynolds, Trip
Sent: Tuesday, May 06, 2003 11:57 AMHello, Denise!The DAEOP schedule is attached.Have a great day!
Trip Reynolds
Human Resources

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

From: Vonderharr, Denise
Sent: Tuesday, May 06, 2003 11:28 AM
To: Reynolds, TripSubject: RE: 2002-2003 DPS Salary ScheduleTrip:I don't think you sent me that schedule (according to the titles of the spreadsheets you sent me) … did you? If not, would you please?Thanks,~ Denise-----Original Message-----From: Reynolds, Trip
Sent: Tuesday, May 06, 2003 9:23 AM
To: Vonderharr, Denise
Subject: RE: 2002-2003 DPS Salary ScheduleHello, Denise!The Supply Clerk is a DAEOP position; salary schedule 0150.Have a great day!
Trip Reynolds
Human Resources

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

From: Vonderharr, Denise
Sent: Tuesday, May 06, 2003 9:20 AM
To: Reynolds, Trip
Subject: RE: 2002-2003 DPS Salary ScheduleTrip:Under which salary schedule would I find Job Code 1675 (Warehouse Operations Supply Clerk 240)? ~ Denise-----Original Message-----From: Reynolds, Trip
Sent: Monday, May 05, 2003 3:53 PM
To: Vonderharr, Denise
Subject: RE: 2002-2003 DPS Salary ScheduleHello, Denise!The subject exhibit is composed of data from DoTS and HRIS (Billy Gould) which I later compiled into a single exhibit. Higher priorities have prevented DoTS and HRIS from generating current data for me to compile. Consequently, a 2002-2003 version of all DPS salary schedules does not exist. Instead, here are some individual salary schedules:Have a great day!
Trip Reynolds
Human Resources

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

From: Vonderharr, Denise
Sent: Monday, May 05, 2003 1:03 PM
To: Reynolds, Trip
Subject: 2002-2003 DPS Salary ScheduleTrip:Would you please e-mail me the 2002-2003 version of the attached Salary Schedule?Thanks,

~ Denise

Additionally, I received considerable recognition in response to the improved customer service provided by my design of the web site for the DPS Department of Human Resources; and for compiling data and distributing results to over 100 employees participating in the Million Word Reading Campaign," designed to benefit student education. Without compromising my primary role as program manager for compensation [I've consistently been current on my work product, and I've routinely initiated original work in pursuit of operational savings], and without benefit of reciprocity, but as a courtesy to DPS, I have consistently demonstrated a practice of promoting good will, customer service and a strong team effort by gladly assisting or guiding HR staff and management in the completion of their work product:

1. Created Word documents [Type III Authorization, Emergency] for Dennis Wolford on 03/25/03.

2. Scanned documents [Personnel Selection Process] Jan Landry on 03/03/2003.

3. Scanned documents for Michelle Carlock on 01/29/2003

4. Converted fall teacher staffing data from Mac to PC for Sue Koscove on 10/02/2002.

5. Produced a signature block for Andre Pettigrew and David L. Hartenbach, Ed.D. on 11/13/2003.

6. Converted an Excel document for Eliza Armijo on 09/16/2002.

7. Formatting an Excel document with Reasonable Assurance data for Jan Landry on 08/07/2002.

8. Converted teacher development data from FileMaker Pro to Excel for Carol Ruckel on 08/02/2002.

9. Drafted an HR Budget Processing form on 06/17/2002.

10. Scanned HR office renovation schematics for Linda Teachout on 02/04/2002.

11. Edited biographical data on Roslyn Underwood-Dee for Linda Teachout on 09/24/2001.

12. Drafted the HR Employee Handbook for Ray Warren in 1999, and again on 04/2001.

13. Converted teacher data from Excel to FileMaker Pro for Carol Ruckel on 08/01/2001.

14. Produced a report on custodians for Pam Amador and Michelle Snyder on 07/25/2001.

15. Produced a report on custodian assistants for Pam Amador on 01/11/2001.

16. Produced a teacher activity report for Roslyn Underwood-Dee on 01/10/2001.

17. Responding to an employee's concern of salary inequity for Ray Warren on 10/18/2000.

18. Produced a report on custodians for Michelle Snyder on 10/09/2000.

19. Scanned, edited, formatted a Reasonable Assurance Questionnaire on 06/22/2000.

20. Scanned, edited, formatted documents for the Substitute Teacher Office on 05/12/2000.

21. Converted the New Teacher Manual from ClarisWorks Mac to AppleWorks PC for Phyllis Schieffer on 07/02/2001.

22. Designed the HR Department web site in July/August 2001.

23. Installed WinZip on the computers of various HR employees throughout my employment at DPS.

24. Guided HR staff on how to download, acquire, export, import and manage data on desktop computers and via the Internet throughout my employment at DPS.

25. Deliver copy paper to staff and fill copy machines throughout my employment at DPS.

26. Set-up and installed 15 personal computers used by HR staff in 2000 and 2001.

27. Redesigned the PACE II form to streamline processing on 01/10/2003.

28. Redesigned the Request for Extended Leave of Absence form on 04/25/2000.

29. Created a consolidated employment application on 03/20/2000.

30. Designed a job evaluation plan for clerical positions on 04/23/2001.

31. Proofed and edited a full-page display advertisement 12/1999 and analyzed the districts bulk space advertising contract on 03/07/2000.

32. Wrote a RFP to secure the services of a recruitment advertising company in July 2001.

The aforementioned actions, which is not a comprehensive listing, demonstrate my on-going practice of personally supporting the delivery of HR services beyond the scope of my established position. Proudly, but humbly, I have routinely and successfully designed, developed, conducted, managed and trained staff on customer service practices, techniques and principles, for both internal and external audiences. This includes telephone skills, turnaround time on the completion of products and the delivery of services.

For example, for 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.

D. Exhibit a strong customer service approach to external environments:

First, as described previously, customer service is also an external "Team Building" event.

Second, as a HR pro, it's a critical part of my job to provide others with prompt, accurate and cordial service, which includes but is not limited to: responding to requests from the media, governmental agencies (local, state, federal) and other employers on every imaginable facet of human resources, from compensation and benefits, to employee relations and employee assistance programs, to regulatory compliance and executive compensation, to charitable giving and employee solicitation. For both the short and long term, customer service in HR frequently means "giving" info and services in order to "get" info and services, and I've been successful at doing both for twenty-seven years!

Third, those to whom I've previously provided customer service empower you with examples of what I expect from myself and, most importantly, what you should also expect from me:

"Trip and I had the opportunity to work together on the 1992/93 United Way campaign at National Jewish. That campaign produced the highest dollars raised by National Jewish and placed the Center at the top of Denver hospitals in employee participation. Trip is not afraid to step out of the box and try new and innovative approaches rather than do things the way they have always been done. In looking at Trip and his many talents he is certainly someone that would be an asset to any management team."
Jan M. Swanson, Assistant Campaign Director, Mile High United Way

"I just want to take this opportunity to thank you for your special assistance at National Jewish Center. As you are aware, the legal matter in which we were engaged required the presentation of a complex set of facts to a government agency. The manner in which you organized the facts was very important to the successful outcome of the case. Since working with you on this project, I have used the system you engineered successfully in other situations. In addition to presenting the facts in an organized, easy to understand fashion, it is a pleasure to work with a person who maintains their objectivity and is able to treat "difficult to handle" people fairly and with concern."
Ann Allott, Attorney at Law, Allott, Engineer & Makar

"Trip is straightforward in his demeanor and not afraid to address a negative situation. He would seek out solutions instead of fingerpoint. I consider him to have vision as well as the ability to follow through. He is honest, articulate and conceptual in his dealings with my company. He exhibits a 'can do' attitude with the discipline to get it done. He takes on the yoke of responsibility and has the drive and focus to achieve a goal with bottom line earnest. He is an excellent "people person" and knows his staff quite well."
John M. Stepien, Regional Vice President, Nationwide Advertising Service

 

6. Why am I interested in this position?

Quite honestly, I'm interested in this position because I am supremely confident of my ability to perform significantly beyond all expectations. I make this statement proudly but humbly because of the scope of my HR experience, subject matter expertise, and my resourcefulness, not conceit. Again, you will find me to be one of the most energetic people you'll ever meet, and I consistently approach my work effort in the same fashion - 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. This is how I work, how I manage and motivate my staff to perform, and how I build successful relationships with anyone I encounter, both professional and personal!

 

7. What barriers are there to accepting the position if it is offered to me?

Finally, there are no barriers that might prevent me from accepting this position if it (hopefully) is offered to me.

Thank you for considering my candidacy! 

Trip Reynolds

To contact me, please click here.

 
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