All content is Copyright © 2008 by Trip Reynolds. All rights reserved. All content, all work-product is original and conceived and designed by Trip Reynolds. No part of this document may be released, used, reproduced or distributed in any manner whatsoever without prior written permission from the copyright holder.
OBJECTIVE OF THIS WEB SITE: THIS IS AN EXPANDED RESUME WHICH ANTICIPATES QUESTIONS AND PROVIDES ANSWERS ABOUT MY CANDIDACY WITH ACTUAL WORK PRODUCT INCLUDING EXPANDED DOCUMENTS, GRAPHICS, PHOTOS, AUDIO, AND VIDEO. THIS EXPANDED RESUME DOES NOT REPLACE THE TRADITIONAL ONE-PAGE RESUME, BUT IS ONLY OFFERED TO EXPEDITE THE RECRUITMENT FUNCTION BY PROVIDING ANSWERS TO QUESTIONS THAT CANNOT BE PRESENTED VIA A ONE-PAGE "SAMPLER" RESUME.
HOWEVER, 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. IN SUMMARY, I CAN VALIDATE EVERY DIMENSION OF MY PROFICIENCIES IN HUMAN RESOURCE MANAGEMENT.
THANK YOU FOR CONSIDERING MY CANDIDACY!
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Hello!The best way, and the most accurate way to "brand" my candidacy, is without any false bravado, just the facts:
• Never used any sick days.
• Never filed any health claims.
• Never lost a decision to the EEOC.
• Won 100% of self-represented unemployment claims.
• Subject matter expertise (SME) in all HR disciplines.
• 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.
• Conducted performance management for over 30,000 employees.
• Created/recruited over 50,000 jobs.
• 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.
• Can validate, before hire, subject matter expertise in all HR disciplines.
• With an eye to the prospective employer's EEO-1, the aforementioned was all achieved by a minority male.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, written 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 30,000 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. Enhanced management of 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 can reduce benefit expenses by no less than 25% in year one, and produce an additional 25% in savings by the conclusion of year two, and continue producing on-going savings - with absolutely no reduction in the quantity or quality of health benefit services!
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.
Over the past twenty-four months: revised an employee handbook; revised compensation policy; introduced new job description format; completed three major salary surveys; managed and conducted job audits for over 200 positions; conducted a major compensation analysis of all positions in a healthcare environment; identified salary inequities in acute nursing; conducted a major compensation analysis and restructuring of a corporate-wide IT function in an aviation environment; redesigned three salary schedules; completed ten major salary surveys; managed and conducted job audits for over 200 positions; 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. Additionally, I'm providing HR consulting services to senior executives on employee relations, recruitment, job design, and health benefits.
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!
Trip Reynolds
EEO Data: African-American/Male
Scope of Candidacy: An OverviewWork History Demographics: Diverse work experience in public education, finance, health care, municipal government, property/casualty insurance, and part-time human resource consulting in the finance, gaming, IT, retail, and manufacturing industries.
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). 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.
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 PreCutTechnical 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.
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 DallasSkill 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 MedicineAs 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 ReynoldsDiversity/AA/EEOPrepared 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 products produced, services performed. Copies of individual 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 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 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 Seniors! Inc.
Servicios De La Raza, Inc. South/East Job Opportunities Center
United Way University of Colorado
University of Northern Colorado Career Services
Urban League of Metro Denver
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/Achieved Community Involvement
• 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• 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
• At Jeppesen/Boeing:
Jeppesen/Boeing Performance Evaluation – Analysis for 2005/06
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
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 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.
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.
ETHNIC
WOMEN
MEN
TOTAL
A
38
68
106
AI
0
2
2
B
19
27
46
H
52
59
111
W
335
743
1078
TOTAL
444
899
1343
PERCENT
33.06
66.94
100
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
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:
- 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 Black men and 52% of Black women. In concentrated markets - cities with fewer banks to apply for credit - the impact on Blacks was worse. [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 ]
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.
• 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:
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 SchoolsCorrected 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.
• For over twenty years, 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
Recruitment• Ten years of 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 an additional ten years of experience designing and placing non-recruitment classified ads. An actual recruitment display ad I designed and placed in the Denver post is presented below.
Click the above advertisement to view additional ads.
• 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. Trained management and staff on use and related employment law.
Recruitment & Selection-UNACCEPTABLE.xls
Recruitment & Selection-ACCEPTABLE.xls
• 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 National Jewish Center: Managed a 10,000 to 15,000 line bulk space display advertising contract.
• Over the past 15 years, 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.
• 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).
• 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.
• At National Jewish Center: 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.
"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)"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
Selection• 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.
• At National Jewish Center: 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• 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.
Position Management/Classification/Organizational Development
Note: When provided with an interview, I will freely discuss the strategy/philosophy associated with the following exhibit.
Organizational Development
Confidence comes from strategic plans that are anchored to predetermined, proven outcomes!
It's not guess work. There's no gray!
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 or 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.
• 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.
Position Evaluation 101
Overview-Position Classification Process-Considerations
DPS-DAEOP Position Analysis Form
DPS-DAEOP Position Evaluation Plan
DPS-Position Request Packet
Jeppesen-Management Position Questionnaire
Jeppesen-Management Job Evaluation Plan
Jeppesen-Management Evaluations (sample)
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.• 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
Since 1977, Trip Reynolds has been immediately responsible for
capturing and managing the evolution of work! Review randomly selected work product samples below.
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] 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.
Compensation
Profile-Compensation
Profile-Global Compensation
How to Determine Salary Placement
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 following exhibit.
• 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. Since 1977, have 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: 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.
PROBLEM: No delivery system for the communication and distribution of compensation information.
What did I deliver: Designed and installed an intranet for subsidiary compensation services (Jeppesen) that's 8 times more efficient than a similar site managed by the parent corporation (Boeing);PROBLEM: An inefficient sales and marketing function.
What did I deliver: 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; 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:• 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.
• Overview: Guided executive management on 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.• At the City of Dallas: Identified inequities in the administration of executive compensation and counseled management on civil and EEO impact. See graph below.
• Overview: I've consistently directed and managed staff, and I've counseled and trained management to think "outside of the box" in the delivery of compensation and reward systems.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.Actions 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.
Outcome - 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.
• 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].
• Designed/developed/administered performance based merit systems in both public and private sector environments, profit and non-profit, union and non-union.
• At Denver Public Schools: Consolidated forty-two (42) separate salary schedules into one (1) salary schedule with no cost impact.
• 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.
Specific example 1: 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.Specific example 2: At National Jewish Medical Research Center: 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.• Performed payroll administration through ADP, and other proprietary HRIS.
• Wrote four salary administration manuals, for four different employers. All manuals are available for review upon request.
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"...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
Employee/Labor Relations• 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.
Note: The opaque text is confidential information such as employee names, etc.
"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. Investigated new and existing salary structures and practices for disparate impact, or other salary-related inequities.
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. 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 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• 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
Employee Benefits
• Conceived and developed an original health benefits delivery system that unlike traditional indemnity plans, HMOs, PPOs, and EPOs: (1) reduces benefit expenses by no less than 25% within 12 months of implementation, (2) produces an additional 25% in savings by the conclusion of year two, (3) continues to produce on-going savings - and with absolutely no reduction in the quantity or quality of health benefit services, and (4) captures and indexes health benefit savings to various financial instruments!
• At FAMC, designed and promoted pre-retirement planning seminars in conjunction with the University of Nebraska at Lincoln:
• 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.
• At DCFCU: Negotiated and managed health benefits; reduced expenses by 50%!
• At the City of Dallas: Managed benefits (EAP, wellness, benefits cost containment, 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 "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 ManagementDemonstrated 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
• Amended 401(k) Early Retirement Incentives in compliance with the Tax Relief Act of 2001.
• Conceived and developed an original health benefits delivery system that captures and indexes health benefit savings to various financial instruments!
• At DCFCU: 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.
• 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
Communications
Profile-Communications• 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.
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 SchoolsTrip 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
Team BuildingAs 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.
Resume of Trip Reynolds
RecruitmentIt 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 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.
Demo submitted to area credit unions
Click the above advertisement to enlarge.
One of the actual recruitment advertisements
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.
Resume of Trip Reynolds
"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
Resume of Trip Reynolds
• 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!
Trip Reynolds is located in the first row, third from the left.
Wellness Challenge
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.
- 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 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.
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!
To contact me, please click here.
Resume of Trip Reynolds
Summary of Human Resource Proficiencies and Areas of Subject Matter Expertise - Compensation / Position 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) / Change ManagementSummary of Human Resource 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
Summary of Human Resource Industries - Aerospace / Public Education / Finance / Healthcare / Gaming / Manufacturing / Municipal Government / IT / Retail / Property & Casualty Insurance / Consulting
STRENGTHS
HUMAN RESOURCE OVERVIEW
SUBJECT MATTER EXPERTISE: Extensive, demonstrated proficiencies with "best practices" in all HR disciplines, including performance management, compensation (domestic, international, executive, deferred), HRIS, benefits, workers compensation, unemployment compensation, recruitment and selection, training and development, safety/risk management, project management, EAP, employee/labor relations, and organizational development, and change management.
LEADERSHIP: A career HR professional who has successfully and repeatedly "tweaked" HR practices to dynamically evolve jobs in response to technology, economics, internal politics, and the evolution of comparable jobs in the marketplace. Has 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.
COMMITMENT: One of the most energetic people you'll ever meet. Consistently approaches his 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 he works, how he manages and motivates his staff to perform, and how he builds successful relationships with anyone he encounters, both professional and personal!
Employment History
EVP/General Manager; Community Telecast, Inc. (CTI22); Omaha, Nebraska 68111
December 2007 to Present (Volunteer)
Manage 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. In less than seven months doubled CTI22's budget, increased revenue streams, installed new broadcast technologies, increased broadcast program hours, 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 to African-American, Asian, Latino, Native American, and other ethnic groups.
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, 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.
Human Resource Consultant; Reynos Consulting; P. O. Box 473366; Aurora, Co. 80047
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, and AA/ADA/EEO. Counseled senior management in organizational development, compensation, benefits, change management (CM), equity/stock analysis, training, and employee/labor relations.
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, 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
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
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
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.) – Currently completing program.
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, KansasPlus, 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.
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); President, Denver Track Club [http://www.denvertrackclub.org]; USA Track and Field Champion in various events (100 meters, 200 meters, 400 meters and 1,500 meters) over the last ten (35) years 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.Additional Information:
To review resume, expanded subject matter profiles, and examples of actual work go to: http://homepage.mac.com/reynos
Letters of Recommendation for Trip Reynolds
Upon request, I will provide the complete letters of recommendation from the following: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 SchoolsLet 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 SchoolsDear 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 SchoolsTrip 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 UnionIt 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 UnionTrip 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"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 MedicineI have a demonstrated experience working successfully with all kinds of people!
Trip Reynolds • harold.reynolds@earthlink.net
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.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 2003-2004Thanks 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 2003-2004Hello!
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 Schedule
Trip:
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.
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 Service6. 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.
All content is Copyright © 2008 by Trip Reynolds. All rights reserved. No part of this document may be released, used, reproduced or distributed in any manner whatsoever without prior written permission from the copyright holder.
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