• Unlike the overwhelming majority of his peers, Reynolds commands robust subject matter expertise in all human resources disciplines, especially the two most important factors in labor relations, compensation and benefits. Therefore, instead of delaying negotiations to seek expertise, Reynolds possess expertise to immediately assess, construct and negotiate: Compensation; Position and Change Management and related hierarchy and internal equity; Job Evaluation;
Health Benefits and Managed
Care; Wellness & Cost Containment; Employee Assistance
Programs; Deferred Compensation; Policies; Procedures; Recruitment & Selection (local, regional, national & international);
Training and Organizational Development; Employee and Labor Relations including disciplinary and grievance protocols; TQM; HRIS Employee analytics; Communications (print & Internet);
Diversity Management (AA/EEO/ADA/DEI), and Ethics.
Avoid negligent managent, employ Reynolds to successfully train mangement in the "At will" employment doctrine and FLSA.
• 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.
• Diverse subject
matter knowledge and expertise conducting hundreds of employee opinion surveys and strategically implementing results. Diverse expertise counseling management and conducting training seminars on "employee engagement" strategies, with an emphasis on the disparity between what actually happens between employee career expectations and the employer's "at will" doctrine, including the planning and execution of reductions-in-force.
• 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.
Download profile, click here.
Bargaining Unit Assessment (2019): Crete Public Schools and the bargaining unit for teachers, Crete Education Association, were unaware of the inequitable design of its teacher salary schedule.
What did I deliver: Conducted original research that validated inequitable compensation practices, and informed CEA and CPS that without regard to the number of years worked or the amount of education acquired, CPS provides a flat increase of $1,609.95 to all teachers. At CPS, the percent of increase paid to teachers is progressively less as they acquire more education, and likewise, the percent of increase is progressively less as teachers work additional years (step increase). Or, said differently, CPS wants teachers to constantly improve their skill sets, to improve the educational performance of students, but pay teachers progressively less. This negative interpretation of compensation practices is not in the best interest of Crete Public Schools.
Bargaining Unit Assessment (2017): Independent analysis of inequitable compensation at Sarpy County, NE (2017)
In 2017, I developed a Collective Bargaining Agreement Matrix (below) to enhance Sarpy County Nebraska's negotiating ability between five-(5) bargaining units! To download, click the image below or download here.
• I met with Omaha Mayor Suttle to discuss launching a public relations campiagn to inform and educate citizens on the function and purpose of the City's organizational development.
• I conducted an independent assessment of Bargaining Units at the City of Lincoln, NE revealed a direct correlation between performance (service), productivity, and compensation does NOT exit.
Employee and Labor relations is effectively compromised when inequities in compensation are created and/or allowed to propagate. As referenced above, at the City of Dallas, across-the-board annual merit increases for department directors and senior staff did not reconciled with the established merit matrix. The overwhelming majority of department directors and senior managers were being over-rated or over-compensated, or under-rated and under-compensated. In concert with "principled negotiation" and "conflict management," Reynolds documented and reported the inequity which discontinued senior management's use of this inequitable practice. Again, if performance ratings reconciled with merit increases there would not be two-(2) separate lines below.
"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
To read Reynolds' entire ER investigation,clickhere.
• At Denver Public
Schools:
Counseled senior management on the impact of
compensation actions on employee and labor relations;
advised senior management on the impact of existing or
proposed compensation actions on nine (9) employee
bargaining groups. To enhance management’s negotiating ability, I conceived and developed a Collective Bargaining Agreement Matrix to uniformly compare agreements between nine bargaining units!
I also investigated new and existing salary
structures and practices for disparate impact, reductions-in-force, or other
salary-related inequities.
Plus, I designed a proprietary point-factor job evaluation system that for the first time, empowered one of the District's nine bargaining units to be 100% in complete control of the design, evaluation, and compensation of all membership positions. Presented below are the actual job evaluation tools and related analysis I designed and conducted for the DAEOP clerical bargaining unit at Denver Public Schools.
• 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).
• Reviewed, managed, and executed reductions-in-force.
• 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
• 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
"I welcome an opportunity to contribute to your team's success!"
Please, contact me here, or call me at 402-418-8424
