TRIPEDIA
EXPANDED ONLINE
RESUME

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

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

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

TO DOWNLOAD MY COVER LETTER AND RESUME ONLY, CLICK HERE.

TO DOWNLOAD MY COVER LETTER, RESUME, AND ABRIDGED REFERENCES, CLICK HERE.

FOR AN EXECUTIVE SUMMARY, CLICK HERE.

TO DOWNLOAD A POWERPOINT PRESENTATION, CLICK HERE.

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

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

Before eliminating my candidacy, please keep in mind there’s absolutely no such thing as over-qualified or under-qualified! The employer simply wants the employee to "do the work" as clearly established by the essential job functions and job standards. That's the job! The employer will not permit the employee to work at the extremes of "insubordination" (engaged in too much work or unauthorized work) or "failure to perform" (doing too little work or unacceptable work).

SHRM-CP or SHRM-SCP - Regrettably, its consistently, repeatedly been my practice to clean-up major mistakes (salary inequities, chaos in employee relations, EEO claims, etc.) made by persons with such designations. For example, I conceived and installed a "Job Offer Tool," to eliminate salary inequities created by persons with SHRM designations. In summary:

(1) these "certifications" do not function as relevant between industries (manufacturing SKAs are not relevant in IT, etc.), and certifications NEVER supersede employer policy or directives from senior management;

(2) these "certifications" do not validate HR/OD proficiencies against an employer’s actual policies, procedures, essential job functions, and job standards, and therefore, are not BFOQs, and are not relevant;

(3) these "certifications" are incestuous to the exclusive benefit of SHRM as validated by the fact of the perpetual existence of the “glass ceiling,” the perpetual increase in health benefits, and SHRM’s corresponding failure as a lobbying entity; and

(4) Proudly but humbly, my subject matter expertise in HR/OD exceeds any SHRM certification.

Hello!

My industry is human resources. As a consummate HR pro I've successfully supported subordinate industries that benefit from expert management of human capital, which includes: aerospace, public education, financial services, health care, gaming, IT, retail, manufacturing, municipal government, property/casualty insurance, broadcasting, and media relations.

LET'S TALK SHOP! Experience? As a Director of HR, I know "experience" acquired in previous positions does not unilaterally define how “the job” is performed at other companies. In compliance with employment law, the employer unilaterally defines the character and scope of HR policies, practices, etc., and the expectation is for a "seasoned" HR professional to effectively "lead" HR and organizational development. Sadly, far too many employers give skewed and inflated value to a candidate's (past) prior job experience, and SHRM certifications, but fail to assess and validate proficiencies that will specifically, strategically propel (future) business unit success. Given the aforementioned, an "ideal" candidate should be able to prove - before hire - they possess the demonstrated "proficiencies" and related subject matter expertise to perform the posted essential job functions. Most respectfully, as well-documented throughout this expanded online resume, shouldn't your "ideal" candidate at least mirror my robust subject matter expertise in all HR disciplines, and mirror your compliance to the Age Discrimination in Employment Act (ADEA)?

Plus, given your concerns about the perpetual increase in health care expenses, shouldn't your "ideal" candidate at least mirror my commitment to health and fitness (http://www.reynos.com/Resume/Track/awards.htm) and the fact that I've NEVER used a sick day or filed a health claim with any employer? Also, given your concerns about showcasing a positive community image, shouldn't your "ideal" candidate mirror my commitment to being a great corporate citizen (http://www.reynos.com/bio.htm#Fund)? My expanded online resume (reynos.com/bio.htm) provides robust examples of my “past and present” actual work product. More importantly, if you want to discover how I will specifically propel “future” strategic business unit success, contact me with a specific challenge you're actually facing and I'll promptly respond with a viable, cost efficient action plan. Without a work-related assessment to discover if a candidate can successfully perform your current and projected needs, how can you be sure you've hired an "ideal" candidate?

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

FACTS ABOUT MY CANDIDACY - AN OVERVIEW

I've consistently performed as the "key" player in guiding senior management on how to identify and convert inefficiencies and inequities in line operations into efficient or new revenue streams. Here's a more thorough overview of some key advantages of and what can you expect from my candidacy:

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

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

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

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

4. Guru-level expertise in all dimensions of job design and position management: Includes but is 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. Guru-level expertise 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. Robust subject matter expertise in AA/EEO/ADA/Diversity, Equity and Inclusion (DEI): 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.] I've won 100% of all unemployment claims resulting from involuntary terminations I've directly initiated, and won 90% of all other unemployment claims! I've developed/maintained a Foreign language Directory of over 100 languages. Plus, I personally produced, directed, and broadcast more original, Omaha-based programming for Black, African, Latino, Native American, Asian, and other ethnic groups than all metro-Omaha stations combined!

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, and without the perils and folly of behavior-based recruitment and selection.

8. A career anchored in successful Team Building: Coalesced staff and management within and across departmental boundaries, and built teams to achieve strategic business unit objectives: recruitment-based team building; organizational development team building; bargaining unit team building; employee handbook and policy development team building; health benefits and wellness program team building; fund raising and community involvement team building; and employee leadership team building.

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

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

You will find me to be one of the most energetic people you'll ever meet, and I consistently approach my work effort in the same fashion - with vitality, fun, and a competitive desire to smartly produce work of the absolute best quality imaginable, in the shortest amount of time, with the lowest possible cost impact. This is how I work, how I manage and motivate my staff to perform, and how I build successful relationships with anyone I encounter, both professionally and personally! I'm known for being a very smart, resourceful and consistently high performing "key" player in guiding senior management on HR and organizational development! 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. Proudly but humbly, you should hire me because . . .

"Employers do not achieve and exceed strategic business objectives by hiring mediocrity!™
Trip Reynolds

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

Resume of Trip Reynolds (DOWNLOAD)

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

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

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

FACTS ABOUT MY CANDIDACY - AN OVERVIEW

HR and Media Relations Management Consultant; Reynos Consulting; P. O. Box 327; Omaha, Nebraska 68144
July 2013 to Present
Provide professional consulting services involving human resources and organizational development, compensation, health benefits, media relations, and project management. Provide consulting services to publishing, broadcasting, health care, aerospace, IT, financial services, gaming, municipal government, K-12 public education, manufacturing, retail, and import/export industries. Designed and reconciled compensation strategies for retail sales operations that aligned with business unit objectives and strategies. Guide HR management as in-house counsel on performance management, document retention, report writing, data analytics, bargaining unit analysis and labor relations, linkage of proprietary legal applications with HRIS, employee relations, ethics, recruitment and selection (plus retained search), and AA/ADA/EEO. Counseled senior management in organizational development, compensation, benefits, change management (CM), equity/stock analysis, training, employee/labor , and media relations. Won all EEO claims; wrote policies/employee handbook/rules. Consistently function as the “go-to” person for all aspects of employee and/or employer project management and organizational development, including: information technology, project implementation, sales, strategic CRM services and solutions, and "best practices" in professional services management. Established Work-for-hire (WFH) engagements including remote work of variable durations, typically lasting 3, 6, and 12 months. NOTE: As defined by Non-Disclosure Agreements (NDA), client identity and related information is not available.

President/CEO/General Manager; Community Telecast, Inc. (CTI22); Omaha, Nebraska 68111
December 2007 to June 2013 [End of Community Access Broadcast Operations]
Direct all business operations 24/7/365, including human resources and fund raising [501 (c)(3)], through a constant, accurate reconciliation of expenses, revenue streams, facility management, and staff productivity. Doubled CTI22's budget in less than 7 months; increased revenue streams; installed new broadcast technologies; increased CTI22's market share for community access broadcasting from the national norm of less than 5% to range from 13% to 26% of Cox subscribers; increased broadcast program hours; and increased operating budget ultimately by more than 200%! Collected on outstanding account receivables and brought all accounts current; and developed new relationships with the Native American and the Asian community. Broadcast the achievements of and programs of interest for the greater Omaha community, including businesses, elected officials, culture / ethics, civic groups, ethnic groups, and non-profits. CTI22 was the only broadcast entity in Omaha and in the United States to regularly produce and broadcast weekly “prime time” content independently anchored by a White woman, Latina woman, Black woman, Asian Woman, and a Native American woman, and independently anchored by a White man, Latina man, Black man, Asian man, and a Native American man.

Manager of Human Resources; Fremont Area Medical Center; Fremont, Nebraska 68025
November 2006 to November 2007 [Temporary Employment]

Direct management of compensation, data analytics, health benefits, employment, employee/labor relations, and other HR disciplines for a 252 bed acute care and long-term care medical center.  Updated an inequitably designed and poorly managed legacy comp and benefit programs. Identified significant salary inequities in acute nursing.  Updated the Employee Handbook and Compensation Policy, updated all job descriptions and salary schedules; conducted recruitment and selection, and ensured compliance to Joint Commission.  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 managed 2 FLSA exempt Human Resource Generalists, and 2 FLSA non-exempt HR Specialists.

Program Manager, Compensation; Boeing / 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 analytics. Designed and installed an intranet web site for subsidiary compensation services (Jeppesen) 8 times faster/more efficient than a similar site managed by the parent corporation (Boeing). Compiled and validated merit ratings, merit increases, and bonuses for over 1,400 employees; identified major deficiencies in corporate-wide sales and marketing strategies; wrote and implemented Sales Incentive Plans for both U.S. domestic and international sales staff; Established market competitiveness and internal position equity for an $80 million compensation program/2,000 employees. Worked in conjunction with in-house counsel on additions-to-staff, AA/EEO, ethics, and corporate-wide contract compliance to standards for protection of intellectual property with an emphasis on positions engaged in sales and marketing. Designed and implemented an original salary schedule/job description intranet for the HR department, management and staff. Wrote and implemented Sales Compensation and Incentive Plans for both U.S. domestic and international aviation and marine sales staff. Aligned sales compensation to Business Requirements, IT Development Requirements, plus coordination with sales, customer service and product managers, and budgetary compliance with corporate Finance. Wrote a white-paper to prompt the evolution of product management and sales practices, and the reengineering of related compensation. Recipient of Jeppesen Service Award.

Program Director, Compensation; Denver Public Schools; Denver, Co. 80203
May 1997 to June 2003 [Reduction-In-Force]
Counseled executive management and staff, conducted training, and interpreted laws and corresponding policies and procedures on compensation, employment, FLSA, and related HR issues. Conducted original presentations on compensation before the Board of Education. Compared agreements, and developed and communicated compensation strategies to 9 employee bargaining units, and established equity within and between bargaining units. Compiled EEO-5 data. Contained an employee class action by producing an original recommendation, which equitably considered the interests of all parties. 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 $7.5 million in salary expenditures with $0 cost of implementation. Consolidated forty-two (42) separate salary schedules into one (1) salary schedule with no cost impact. Successfully managed $350 million compensation program/17,500 employees. Produced over 700 position classifications (job descriptions and postings) and designed and managed corresponding salary structures. Worked with Hay, DeLoitte, A. Anderson and other major consulting firms and, most importantly, cleaned-up their mistakes! Worked in conjunction with in-house legal counsel on position hierarchy, additions-to-staff, salary placement, ethics, and alignment of positions to legislative oversight. Wrote RFP for HRIS services, counseled senior management and lead conversion from proprietary in-house HRIS system to Lawson. Produced $12,000 savings in recruitment advertising expenditures with no reduction in services. Designed compensation plans and strategies that achieved recruitment goals for the attraction of retail sales staff for paraprofessional, food services, call center, and skilled trades positions. Created the HR Department Intranet, with an inventory of all DPS jobs openings, job descriptions, salary schedules and related data. Revised employee handbook.

Vice President of Human Resources; Denver Municipal Federal Credit Union; Denver, Co. 80204
April 1995 to May 1997 [Career Advancement]
Successfully directed all HR disciplines, including compensation, benefits, recruitment/selection, training, workers comp, unemployment comp, employee relations, organizational development, facility management including construction services and related lead abatement; 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, call center, and related strategies for cross-promotion of member services/sales. Won 100% of all unemployment claims resulting from involuntary terminations I've directly initiated, and 90% of all other claims! Reduced benefit expenses by 50%! Successfully managed $1.5 million compensation program/50 employees, change management, training and development. Lead and coalesced peer credit unions by pioneering multiple employer "group" ads to recruit financial services employees! Directly managed 1 FLSA exempt Training Specialist.

Manager of Employment, Compensation, and Employee Relations; National Jewish Medical Research Center; Denver, Co. 80206
January 1992 to July 1995 [Reduction-In-Force]
Won all EEO claims; managed AA/EEO/ADA and ER; wrote five AA plans (recognized as exemplary by the EVP/COO), administrative policies, and employee handbook/rules. Guided retained legal counsel on HR responses to immigration issues, ADA compliance, and criminal prosecutions. Counseled executive management and staff, conducted training, and interpreted laws and corresponding policies and procedures on compensation, AA/EEO/ADA, employment, FLSA, and related HR issues. Managed employee/labor relations and diversity programs. Responded to employee grievances. Responded to OSHA complaints. Responded to JCAHO reporting requirements. Responded to EEOC investigations, defended EEOC claims without litigation, and never lost a decision! Wrote ADA policy, Bloodborne Pathogen policy, and other policies. Won 100% of all unemployment claims resulting from involuntary terminations I've directly initiated, and 90% of all other claims! Reported EEO-1, VETS-100, and 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 (3,000 candidates annually), including foreign nationals (J1, H1 Visa, etc.), and managed bulk space recruitment advertising contracts, and placed local, regional, national and international ads, plus radio and TV spots. Screened, interviewed, and selected candidates. Managed background checks through NCIC, CBI and other sources. Wrote RFPs and managed staff in supervision of contracts for temporary help services (Kelly, Snelling, Volt, Talent Tree, etc.). Produced over 500 position classifications, and designed and managed corresponding salary structures. Managed reduction-in-force (RIF). Ensured compliance to Joint Commission. Chaired United Way campaign for two consecutive years of record level contributions and lead all Denver hospitals in employee participation. Directly managed 1 FLSA exempt Compensation Specialist, and 2 FLSA non-exempt HR Specialists.

Manager, Personnel Programs; City of Dallas; Dallas, Tx. 75201
December 1982 to November 1991 [Relocation to Colorado for Marriage]
Successfully managed $507 million compensation program, including position hierarchy, for all 17,500 FLSA exempt and non-exempt staff, executive and non-executive, from groundskeeping to attorneys, all EEO-4 levels. Conducted proprietary salary surveys. Identified and eliminated compensation inequities. Managed installation of new compensation system, including interface with consulting services. Worked with and cleaned-up mistakes made by Hay, DeLoitte, A. Anderson and other major consulting firms. Counseled management on 3 point-factor job evaluation systems. Researched, developed and implemented a new point-factor job evaluation plan. Conceived and implemented an original computerized Job Evaluation Analysis Program (JEAP). Directed change management, O.D., CM, and total compensation through thousands of departmental reorganizations and position classifications, including RIFs. Designed salary schedules, job postings, position hierarchy, workflow, etc. Designed, developed, managed and assessed performance based merit systems. Produced over 1,500 position classifications, and designed and managed corresponding salary structures. Developed and communicated compensation strategies to employees and non-unionized bargaining groups. Managed HRIS and related proprietary IT systems. Managed validation of selection instruments. Managed the development of selection procedures, assessment centers and requirements for all classifications, including compliance with the Uniform Guidelines on Employee Selection. Created, implemented and managed personnel rules (including civil service) in compliance with local, state and federal laws, rules and regulations. Successfully maintained union avoidance. Successfully averted EEO claims and class action initiatives; wrote administrative policies/employee handbook/rules. Counseled executive management and staff, conducted training, and interpreted laws and corresponding policies and procedures on compensation, employment, FLSA and related HR issues. Wrote and co-established TQM program. Managed and lead the research and development of health benefit cost containment, including on-going analysis [ICD claims] of health benefit expenses ($49.5 million). Proposed and implemented strategies to realize a containment, reduction or elimination of health benefit expenses. Pioneered a wellness program through Dr. Kenneth Cooper's Institute for Aerobics Research. Increased health promotion program membership by 23% in less than six months, and 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, wellness program and all related facility management; reduced targeted expenses by 50%. Negotiated for health promotion services. Planned and marketed a variety of health education and promotion programs to employees. Conducted seminars and presentations for management and staff on a variety of health, fitness and benefit issues. Managed EAP, Bus Pass Program; Van Pool program; and deferred comp [401(k) and 457]. Directly managed 4 FLSA exempt supervisors, 8 FLSA exempt Personnel Specialists, and 3 non-exempt HR Specialists.

Note: Successful HR experience also includes property/casualty insurance (Allstate Insurance and Kemper Insurance).

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

Plus, numerous professional seminars on a variety of HR issues with an emphasis on compensation, benefits, employment law, and employee relations. Computer skills: J.D.Edwards (HR Certification), Lawson (HR Certification), Great Plains, ADP, Kronos, 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/10,11; Macintosh OS 6.0 through 10.xx; Microsoft Works and Microsoft Office; WordPerfect; PageMaker; PhotoShop; AppleWorks; and Internet and HTML software including DreamWeaver, Flash, FireWorks, HomePage and more. FEMA Emergency Management Institute Certifications IS-00100, IS-00200, and IS-00700. PowerPoint Presentation (Download)

Personal:
Health/Excellent - I've never used a sick day or filed a health claim with any employer! Masters Mile PR: 4:35 (1991) Masters 200 meter PR: 23.5 (1997); Former President, Denver Track Club; Member, Colorado Masters Track & Field Club [http://cmtf-club.org]; USA Track and Field Champion in various events (100 meters, 200 meters, 400 meters and 1,500 meters) over the past three decades in Kansas, Illinois, Texas, Nebraska, Colorado, and Utah! Volunteer as EVP/General Manager and Webmaster for Community Telecast, Inc. Channel 22 [http://www.communitytelecast.com]; LinkedIn http://www.linkedin.com/pub/harold-trip-reynolds/4/5b/801

Relocation:
I can handle my own relocation expenses.

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

Trip, I wanted to thank you for your generosity and work that you put into that form. I'm very thankful and its very much appreciated.
Lita De La Guardia

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Work 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.

Technical Skills Self-assessment: I make a point of keeping my technical skills as good or better than those of my staff and peers. I maintain an awareness of the evolution of comp and benefit practices, employment law, and computer software, hardware and peripherals. For example, web site design was not my responsibility for my previous employer. However, I volunteered to design the HR department's web site because of the critical need to communicate HR services, and because no other HR staff or management employee had this knowledge. For my own benefit, I trained myself on HTML, and I've been managing web sites for many years.	Reporting Relationships: 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, County Commissioners, Chambers of Commerce, etc.). Profile-Work Environment Management/supervisory: Thirty years of successful experience hiring, training, developing, compensating, disciplining, and rewarding a quality staff of FLSA exempt and non-exempt human resource professionals. • Reynolds promoted 60% of all employees who immediately reported to him. • As a result of effective recruitment and professional development, Reynolds never terminated any of his reports for cause. Trip is not only a friend, but also my mentor and former manager. He is able to adapt and use his expertise in any industry. As a HR Manager, I have worked primarily in the manufacturing and food industry since 1995. I have requested Trip's HR expertise many times and he successfully helped me through many HR situations ranging from employee relations, compensation and training. He has also helped me in starting my own consulting career. I recommend Trip Reynolds to any employer that is looking for a seasoned, proactive and innovative person. You would not be disappointed. Elizabeth "Liz" Laurel, Human Resources Manager, Pacific PreCut
As demonstrated by the exhibit at right, which compares the EEO-1, EEO-4 and EEO-5 of three-(3) of my previous public sector employers, I have a demonstrated history of interacting with a functionally diverse framework of senior executives (on average, 17.77% of my "primary customers" has been senior executive management), which includes hundreds of presentations and/or public speaking on all HR and other issues before senior executives, 501 (c)(3) boards of directors, K-12 Boards of Education, City Councils, criminal courts, civil courts, unemployment hearings, worker compensation hearings, public television, grade schools, high schools, civic organizations, and community groups, and numerous employee-oriented encounters which are typically on-demand, unplanned, unscheduled and one-on-one or one vs. many. As organizational structures change due to diverse business pressures, market conditions, changes in technology, cultural diversity, RIFs, etc., I'm empowered to succeed due to my success working within many culturally, ethnically, and vocationally diverse environments. Performance Self-assessment: I am not a negative person. I act positively about meeting my challenges head-on (leading the research and preparing an action plan) and achieving success. If unsuccessful, then I review and evaluate the process. I don't point fingers! I'm very creative in my problem-solving efforts, which includes looking for ways to save money and realize efficiencies with or without "recreating the wheel." If I have any say-so in the matter, I will consistently but diplomatically push to make things better for my employer!
As a senior leader in human resources, I've been immediately responsible for directing and administering policies and procedures relating to all aspect of the Human Resource Department's programs and activities. The full scope of work involves developing and/or coordinating programs and policies in recruitment, selection, position classification, compensation, employee relations, employee benefits, retirement plans, and training, and in concert with an emphasis on internal human capital performance and external customer and client service delivery. Presented below are statements that specifically address my skills, knowledge, abilities and experience in successful performance and management of the aforementioned posted position responsibilities. Examples of the Character and Scope of Management Challenges and Positive Outcomes Achieved: • What is my management style? • How do I resolve supervisory challenges with positive outcomes? • How do I successfully establish credibility within the organization? • How do I effectively work "across boundaries" within the organization? • How do I successfully work with different styles of management? • What is my "Customer Service" approach to my management style? "Thank you very much for taking such an active, enthusiastic role in the four safety seminars provided for office personnel from the Business Operations of Dallas Water Utilities last week. Seventy-eight (78) employees attended the seminars, and I've heard some wonderful comments and compliments. We look forward to working with you again." Janet Milligan, Prebill Audit and Clerical Support Supervisor, Meter Activities Division, City of Dallas Skill at working in rapidly changing environment and prioritizing assignments with competing and constantly changing priorities: The nature of my work REQUIRES it, and I'm accustomed to simultaneously handling multiple projects (often controversial and/or of great complexity) with conflicting deadlines. For example, changing a salary range typically has a domino impact on recruitment, benefits, merit budget, and potentially, might produce pay inequities (race, sex, etc.), and possibly, EEO claims, and I've always handled these events concurrently, and successfully! "Trip has demonstrated a thorough knowledge in the human resources field. His ability to deal with the issues is reflected in how he has handled difficult situations for the Plant Services Department. He is able to support the employee's position and maintain a strong representation of this institution's policies and goals." Rich Palestro, Director of Plant Services, National Jewish Center for Immunology and Respiratory Medicine
Q & A: What is my management style?
Bottom line, I focus on employee and organizational performance, not behavior. As validated by volumes of case law, and the “at-will” doctrine, an “employee” is not under any obligation to “like” their boss or employer, or to “feel” good about any aspect of their employment. Likewise, the employer is not under any obligation to “like” its employees, or to provide health benefits, fitness facilities, transportation services, etc. The “work” is performed within the context of an “adult-to-adult” professional relationship, not “parent-to-child” or “husband-to-wife” or “best friends” or any such affirmation. Although a “positive and productive work environment” can be emotionally satisfying for many employees, the “character and scope” of the work environment is not emotionally-based, but strategically designed (sometimes with air conditioning, van pool services, valet service, wellness facility, daycare, cleaning services, etc.) to maximize employee productivity for the production of products and/or for the effective delivery of services to clients and customers. However, in contrast to the aforementioned, my management style is not stoic, and I consistently encourage all management and staff to enjoy their jobs, to recommend improvements when appropriate, and to have fun in the performance of their essential job functions - while being compliant with employer policies, procedures, and employment law. It's my practice to guide and counsel senior management and staff in the aforementioned, because failure to focus on the strategic performance of business unit objectives typically results in "individual" and/or "organizational" complaints (i.e., Title VII, ADEA, AA/EEO, etc.) in one or more of the following three-(3) areas: a. Compensation and Benefits – perception of being under-compensated; increase in the cost of health care and/or reduction in health care services; pension and deferred compensation; b. Employee / Labor Relations – perception of inequitable treatment; tenure; employment status; discipline; sexual harassment or abuse; discriminatory practices; or inequitable compensation; c. Negligent Management – Poor leadership; discriminatory practices; incompetence; lack of job knowledge;   Again, I focus on employee and organizational performance, not behavior. My management style is equally candid and positive, and extremes in performance are counterproductive to the achievement of strategic business unit objectives: • Employees are not compensated to “feel,” or to be “emotional,” or to be overtly “altruistic” at the employer’s expense, or to be “narcissistic” for their own betterment. • Employees do not come to work to “feel” good, but to be compensated in return for work “performed,” because in the absence of compensation, employees would not report to work. "Trip has demonstrated a thorough knowledge in the human resources field. His ability to deal with the issues is reflected in how he has handled difficult situations for the Plant Services Department. He is able to support the employee's position and maintain a strong representation of this institution's policies and goals." Rich Palestro, Director of Plant Services, National Jewish Center for Immunology and Respiratory Medicine
Q & A: How did I resolve past supervisory challenges with positive outcomes?
Please see "Scope of Candidacy" for a general overview of my supervisory experience with staff, and to discover the character of positions that reported to me. • Promoted 60% of all employees who immediately reported to me. • Have never terminated any of my reports for cause. A. Specific challenge (What was changing): In 2021, a Reynos.com client was experiencing disciplinary problems with ten-(10) employees working for a non-union manufacturing company with a total employee population of only fifty-seven-(57) employees; and the absence of discipline, including job standards and clearly defined management hierarchy, revenue streams were declining and customer and vendor relationships were routinely compromised. Outcome (What did I deliver): I wrote an Employee Handbook which detailed employer policies and procedures, including progressive discipline and all related management hierarchy; created and/or updated all job descriptions; wrote job standards that reconciled with all essential job functions AND the employer's strategic business unit objectives; implemented the aforemention via on-site employee meetings and related training seminars; placed one-(1) employee on progressive discipline for failure-to-perform and provided additional training that enabled employee to eventually and consistently meet all performance standards; terminated one-(1) employee for failure-to-perform. Revenue streams increased to record highs and all employee disciplinary problems were eliminated. B. Specific challenge (What was changing): In the mid-1990s at National Jewish Center, with the recent passage (July 26, 1992) of the Americans with Disabilities Act, various civil and human rights groups elected to use the Center as a testing ground [Translation: Media Event] for this law, specifically, gaining access to medial facilities who (they knew) had not yet had time to make their facilities accessible to disabled applicants and/or employees through various accommodations, such as converting or expanding doorways, hallways, and ramps to make them more accessible. In particular, the human resource department was located in the worst possible location: a freestanding building (which was originally a large one (1) family residence) that was ONLY accessible to persons who could walk (there were no ramps), and the building had extremely narrow hallways. 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. C. Specific challenge (What was changing): In the late 1980s, at the City of Dallas, in an effort to attract more business, the Department of Convention and Event services sought the creation of a new class of (Trade Show) electrician [staffed primarily by card-carrying, free-lance IBEW members] with a higher salary range than regular full-time electricians. Notably, the HR department (specifically, me and my immediate staff) did not support the creation of the Trade Show Electricians, and advised against doing so in writing. However, internal politics overrode our counsel to avoid a likely employee grievance or class action. Ultimately, regular full-time electricians perceived the creation of the Trade Show Electrician as a salary inequity and, as expected, they pursued both grievance and class action. 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. D. Specific challenge (What was changing): In the early 1980s at Allstate Insurance Company (9,000 employees; Irving, Texas zone office; 60,000 employee worldwide), all manually retained customer files (approximately 1 million) were scheduled for conversion to optical. As the Operations Supervisor immediately responsible for a records area staff of eleven, I was directed to transition all of my staff into new or existing positions in other departments within 30 days. Outcome (What did I deliver): I transitioned all of my staff to new or existing positions in other departments within one (1) week! I received positive recognition from my immediate management for my zest in completing the project before the deadline, and for eliminating the need to RIF any employees. Notably, I am accustomed to completing my objectives below budget and ahead of schedule!
Q & A: How would I quickly establish credibility and positively integrate myself 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. 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.
Q & A: How do I work across boundaries within the organization?
Employee Relations: I've managed the investigation of numerous employee relations issues (sexual harassment, racial discrimination, theft, AIDS/HIV, etc.) between staff and management in different departments, at all levels, with or without regard to Title VII or other employment related laws. Notably, working across boundaries with ER issues is frequently associated with the greatest amount of internal politics and, in an attempt to exert total control over their satellites of power, senior executives often attempt to prevent, delay, manipulate, coerce, or force their perceived scope of ultimate control. Proudly but humbly, I've consistently been able to wield ultimate success because, appropriately, I have greater knowledge of employment laws, case history and practical experiences in HR that empower me with more insight, and I perform with reason, not emotion. Again, it is with good reason that I've never lost a decision to the EEO, and that I've won 100% of all unemployment claims resulting from involuntary terminations I've directly initiated; and I've won 90% of all other unemployment claims! Training and Development: Through the existence or absence of training, line departments will typically hold a high or low assessment of HR. This is particularly true of how HR handles the training and orientation of all staff in regard to: recruitment processing, HRIS administration, salary and benefits administration, and payroll. The old cliché remains true: Never mess with someone's money! Consequently, HR must ensure the timely and accurate training of internal and line department staff responsible for the accurate data entry of employee information that impacts pay at any time during the active life of the employee [hire, active, terminated, retiree]. For management, staff training in safety and ER issues also holds high priority. Position Classification and Compensation: I've successfully engineered departmental reorganizations which required measuring and giving value to positions between similar and dissimilar departments while carefully avoiding pay inequities. Unfortunately, I've frequently corrected the mistakes of HR consultants (Hay, A.Anderson, etc.) because they typically fail to measure and anticipate the impact of their recommendations across boundaries within the organization. I look before leaping. HR Communications: I've communicated human resource and administrative policies across all boundaries within the organization via on-site presentations, memorandum, newsletters, internet/intranet, and to external audiences as well (candidates, vendors, clients, media relations, etc.). Plus, I've conducted, assessed, and strategically implemented the results of employee engagement surveys. Team Building: As addressed previously, to achieve employer goals and objectives, working across boundaries also requires generating consensus and team building, and to support team building objectives I've implemented industry standards approved by senior management, and the results of employee engagement surveys. I've worked with hundreds of managers and staff to successfully achieve consensus (through leading, managing and participating) in all HR areas for over 27 years!
Q & A: How do I 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've worked successfully with the three primary stages of management, ranging from: (1) the ingénue (the new kid on the block who doesn't have a clue); (2) the seasoned pro (a well-positioned subject matter expert who knows how and can be expected to get "it" - whatever "it" is done); and (3) the rank or sage (i.e., know it all), who, whether right or wrong, knows it all. Most importantly: 1. My "industry" is human resources, and as a consummate HR pro I've successfully supported "subordinate industries" that benefit from expert management of human capital; and 2. Without regard to industry, the "performance" of human capital management is a constant for all HR disciplines, functions, and compliance to employment laws, which are handled, managed, and directed exactly the same! For example, I: > create and post jobs, and recruit the same; > conduct job audits and salary surveys and design compensation structures the same; > review cases of employee theft, sexual harassment, and racial discrimination the same; > handle "relationships" with bargaining units and unions the same; > terminate employees for "failure-to-perform" the same; and equally important > act in compliance with company policies and compliance with AA, EEO, ADA, ADEA, OSHA, VETS-100 and all employment laws exactly the same. My subject matter expertise in position management and organizational development is derived from: immediate responsibility for hiring over 50,000 employees; personally conducting over 3,500 job audits; evaluating over 7,000 jobs; writing over 7,200 job descriptions; writing over 3,000 policies; creating over 2,500 salary schedules; writing dozens of employee handbooks; and having reviewed and approved 443,810 employee performance evaluations; but I do NOT do "the work," I do NOT work on an "assembly line" or fabricate materials, or weld, or run conduit as an electrician, or write software code, etc. My "industry" is human resources, and as a consummate HR pro I've successfully supported "subordinate industries" that benefit from expert management of human capital. Without regard to industry or styles of management, I quickly adjust and adapt to provide consistency in the performance of human capital management.
Q & A: How do I demonstrate a strong customer service approach to staff, management, and external clients?
I have consistently observed a personal practice of responding to requests, internal and external as soon as possible. Example 1 - (HR Consulting, 2021) "Wow! Given the pandemic, I really wasn't expecting you to get back to me so soon with the salary analyis. Thank you, Trip, very much!" Confidential Client Example 2 - At Denver Public Schools, please note the following examples of my commitment to customer service. -----Original Message-----From: Hargrove, Charles C. Sent: Friday, May 16, 2003 9:48 AM To: Reynolds, Trip Subject: RE: Principal Class/Position Descriptions Trip,Thanks for the prompt response. Charlie -----Original Message----- From: Reynolds, Trip Sent: Friday, May 16, 2003 11:41 AM To: Hargrove, Charles C. Cc: Weinstein, Lita Subject: RE: Principal Class/Position Descriptions Hello, Charles:As requested, the subject items are attached. Have a great day!Trip Reynolds Human Resources Denver Public Schools Example 3 Example 4 At DMFCU I proposed, designed and distributed a training tool to communicate customer/member service protocols. Laminated copies of the following document were placed on the desks of ALL employees.   At the City of Dallas, to train, monitor and evaluate staff performance, I created and required my staff to complete a Quality Control Checklist before sending or distributing any correspondence from my division.

Throughout my career in human resources I've been immediately responsible for compiling, managing, and directing all aspects of human capital data used to profile diversity, equity, and inclusion [AA/EEO/ADA, EEO-1, EEO-4, EEO-5, Vets 100, ERISA, ADEA, FLSA, OFCCP Conciliation Agreement, salary schedule analysis, bargaining unit agreements, 457(a), 401(k), ICD9, ICD10, etc.]. I’ve successfully designed, achieved, directed, managed, and promoted AA/EEO diversity and inclusion initiatives in extremely diverse public/private sector, profit/non-profit, union/non-union, multi-site/multi-state, multicultural, and international environments (Germany, United Kingdom, China, Mexico, Indonesia, Vietnam, Brazil, Russia, Australia, Ethiopia, Sudan, Southern Sudan, Republic of Lakotah); which includes equally diverse industries such as health care (acute, medical research, long-term care), public education, aerospace, financial services, gaming, IT, retail, manufacturing, municipal government, property/casualty insurance, and print and broadcast (radio, television, cable) media. Below is an example of how senior management assessed my work product:

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

AN OVERVIEW OF HOW I'VE MANAGED AA/EEO/ADA/DEI IN DIFFERENT WORK ENVIRONMENTS:

PRIVATE SECTOR - In the private for-profit sector, the primary “focus” or objective of the employer is to generate revenue and produce a profit. “Cultural, civic, and social considerations” are subordinate to the employer’s “business culture,” which is designed to achieve strategic business unit objectives to sustain the business. The aforementioned does not mean an employer intentionally violates employment laws (Title VII, FLSA, ADEA, etc.) in order to achieve profit; but simply put, in the absence of profit the company will eventually cease to exist (Braniff Airlines, Oldsmobile, Montgomery Ward, American Motors, etc.). However, in the event of claims of discrimination, which prompt civil litigation and criminal investigation (EEOC, Department of Justice, OFCCP, etc.), the “culture” of for-profit companies is often reflected by its EEO-1 reporting, ERISA, Vets-100, OFCCP or other measures.

PUBLIC SECTOR - In the public non-profit sector, the primary “focus” or objective of the employer is to generate revenue for the delivery of public services or production of non-commercial products. Given that public funding and/or tax dollars are often used to facilitate the delivery of services, a much more diverse “business culture” is typically required to ensure an equitable representation of diversely demographic populations. Such “cultural” diversity is validated by EEO-4 reporting, ERISA, Vets-100, OFCCP, and other measures.

With regard to directing employee relations in “at-will” work environments, I counsel employees that any “cultural values” contrary to the employer’s mission and values can immediately place the employee at risk of disciplinary action including termination. Any “cultural values” that do not align with or conflict with the employer’s essential job functions, job standards, and company policies and procedures are not relevant, and again, subject the employee to disciplinary action including termination. In compliance with employment laws, employees are not hired to be on-the-job advocates of cultural paradigms or to be “social justice warriors,” or to be male, or to be female, or to be LGBT+, or to be disabled, or to be White, Black, Native American, Asian, Latino or whatever. Simply put, people are hired to perform “work” in compliance with essential job functions, established job standards, and company policies and procedures, and relevant employment laws.

CHARACTER AND SCOPE OF AA/EEO/ADA/DEI
• Wrote and secured executive approval of seven (7) Affirmative Action Plans • Disseminated EEO Policy Statement (via Employee Handbook, employer newsletters, etc.) • Disseminated EEO Policy to civic/community organizations, and local media (press releases, media relations). For example, in metro Denver, Dallas, and Chicago this included regular interaction by phone and/or personal contacts with: Adults Pre-Employment Training American GI Forum Auraria Student Assistance Bayaud Industries Boulder County Private Industry Partnership Chicago Jaycees Colorado Women's Employment and Education Co-Op Department of Air Force/Lowry Air Force Base Denver Boys Club Denver JobLink Denver Job Service Center Denver Police Athletic Club Disabled American Veterans (DAV) Emily Griffith Opportunity School Employability, Inc. Employment Resource Center - Fitzsimmons Genesis Jobs, Inc. Good Samaritan Shelter Hispanics of Colorado Job Service of Colorado Lakewood Job Service Center Mi Casa New Beginnings OSAGE Initiatives Planner Etc. Regis College Salvation Army (Omaha, Denver, Dallas, Chicago) Seniors! Inc. Servicios De La Raza, Inc. South/East Job Opportunities Center United Way (Denver, Dallas, Chicago) University of Colorado University of Northern Colorado Career Services Urban League (Denver, Dallas, Chicago) Veteran's Administration Regional Office Veterans Outreach Job Placement Center Women's Center - Red Rock Community College • Robust history successfully working with multi-denominational, multi-ethnic religious groups		• Identified Problem Areas and Development and Execution of Action-Oriented Programs • Proposed, Established, and Achieved Community Involvement • Identified blatant discriminatory practices by the City of Omaha and Cox Communications • Encompassed Sex discrimination Guidelines, Religion and National Origin Policies • Compiled, analyzed, verified and communicated Utilization Analysis Exhibits • Produced Workforce Analysis and Job Titles; EEO-1 Job Categories; Census Code Index; Job Group Dictionary; Department Files, including Unit Supervision; Job Group Analysis; EEO Category Analysis; and 8 Factor Analysis • Developed and Communicated Goals and Timetables • Communicated AA/EEO Strategies in the receipt and administration of grants, to Disabled and Veterans of the Vietnam Era; to vendors and contractors, and with HR recruitment: Position Openings; Advertisements; Use and Selection of Recruitment Agencies; Job Fairs; Targeted recruitment of women, minorities, veterans, and disabled; Uniform Guidelines on Employee Selection; Completion of position validation and selection assessment exercises  • Cultural Diversity Identified Foreign Nationals employed/to be employed; Participated in Speakers Bureaus at K-12 public schools; Coordinated AA/EEO strategies for Volunteer Services • Religious Diversity - Broadcast more original, locally-based and syndicated religious programs than all metro Omaha television stations combined. Counseled employees, management, and community leaders on religious diversity. • Developed/maintained a Foreign language Directory Internal: Nineteen-(19) languages; 14 countries (Europe, Asia, South America, Africa); 25 to 40 employee participants External: 50 to 125 languages via an external language bank; plus, broadcast "live" original content via Skype from South Sudan (Africa), Mexico, Vietnam, and South Korea. • 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
CHARACTER AND SCOPE OF AA/EEO/DEI RESEARCH, ANALYIS, DOCUMENATION, AND PRESENTATIONS
Copies of individual Affirmative Action (AA) manuals are available upon request. Overview of Nebraska's EEO-1 (private sector) and EEO-4 (public sector) Character and scope of Environmental Racism and Crime Character and scope of Environmental Racism and Segregation Character and scope of Business and Economic Discrimination and Salary Inequities Status of DEI - The End of DEI? Analysis - Employer Specific AA/EEO/DEI Analysis - The Future of AA/EEO/DEI? AA/EEO/DEI Training and Development - Proprietary DEI Seminars To download profile, click here. To download DEI essay, click here.

 

In the private sector EEO-1 report of 2018 for Nebraska, for 1,822 employers covering 389,620 employees, only twenty-three-(23) Black men and twenty-five-(25) Black women are employed as "Executive/Senior Level Officials & Managers," and only 490 Black men and 325 Black women are employed as "First/Mid Level Officials & Managers."

The exhibit below is an example of just one of hundreds of EEO-4 (public sector) and EEO-1 (private sector) reports I’ve created for various employers and clients located throughout the United States.

CLICK IMAGE TO REVIEW DATA

As validated by EEO-1s and EEO-4s, discriminatory hiring practices cannot be confined to just the employers, and must include White-owned recruitment firms and/or employment agencies hired to do their bidding; because these third-party entities also failed to act in compliance with Equal Employment Opportunity, and sustain the status quo. For example, in 2019, 2021, and 2023 not one person of color was hired into any public sector job in Nebraska paying over $70,000 per year!

For more information, click the above graphic.

Despite the existence of Affirmative Action off-and-on in one form or another for 160 years, nevertheless, public sector EEO-4 demographics and private sector EEO-1 demographics have not significantly changed, and DEI programs, frequently launched in response to an erroneous application of "White Guilt," have primarily functioned as a fad, and currently are being abandoned or reduced throughout public and private sector employers:

(November 4, 2008) (as lead by Ward Connerly and his visit to UNO) White people, who perpetually exist as the the overwhelming majority population in Nebraska, passed ballot Initiative 424, which eliminated the application of Affirmative Action for all state, county, and local government jobs in Nebraska, including public sector education at UNO, UNL, etc. So, it's ridiculous to expect educational institutions to hire minority staff and increase enrollment of minority students.

(September 2023, Despite a commitment to AA/EEO/ADA/DEI) The status of historically underrepresented students of color at the University of Nebraska, Omaha: Indicators of Racial Inequity Persist

(November 27, 2023) UNL proposes restructuring, slashing budget of diversity and inclusion office
https://nebraskaexaminer.com/2023/11/27/unl-proposes-restructuring-slashing-budget-of-diversity-and-inclusion-office/

(December 29, 2023) Diversity, equity and inclusion programs took a hit in 2023. According to data provided by job site Indeed, DEI-related job postings in 2023 have declined 44%. In November 2023, the last full month for which data was available, DEI job postings dropped 23% year over year. https://www.foxbusiness.com/politics/diversity-equity-inclusion-programs-took-hit-2023

OBSERVATION: Given the extremely well-documented absence of "egalitarian" principles at public sector K-12 schools (especially in racially segregated Omaha, Nebraska), colleges, and universities, it's ridiculous to expect or demand public sector educational institutions in Nebraska to hire minority staff and increase enrollment of minority students.

(September 9, 2020) Faces of Power: 80% Are White, Even as U.S. Becomes More Diverse
https://www.nytimes.com/interactive/2020/09/09/us/powerful-people-race-us.html

(November 29, 2022) Who cares about diversity, equity, and inclusion?
https://www.glassdoor.com/research/who-cares-about-diversity-equity-and-inclusion/

(December 8, 2022) DEI progress stalled in 2022
https://www.hrdive.com/news/dei-progress-stalled-in-2022/638313/

(April 24, 2023) DEI is falling by the wayside in corporate America, report says
https://www.hrdive.com/news/dei-is-falling-by-the-wayside-in-corporate-america-report-says/648427/

(January 8, 2024) Kentucky Bill Targets DEI and ‘Divisive Concepts’ in Higher Ed - In 2023, Republican lawmakers introduced more than 40 bills targeting DEI efforts on college campuses, and two states, Florida and Texas, have effectively eliminated these initiatives at public higher education institutions.
https://www.insightintodiversity.com/kentucky-bill-targets-dei-and-divisive-concepts-in-higher-ed/

Albert Einstein said it so clearly, "Insanity: Doing the same thing over and over again and expecting different results." My proprietary seminars enable individuals and employers to actually practice the egalitarian principles they preach via very candid, very fun, and highly educational AA/EEO/ADA/Diversity and Inclusion “awareness training sessions” and seminars [http://www.reynos.com/seminars.htm]. Plus, I’ve actively demonstrated the value of diversity through hundreds of community-based mentoring programs involving K-12 students, athletes, parents, government officials, and business leaders.

To schedule a proprietary seminars, specifically designed for your state, city, or company, please click here.

• At Jeppesen/Boeing:

• At Denver Public Schools:

• Counseled senior management on the impact of existing or proposed compensation actions involving nine (9) employee bargaining groups on the district's fiduciary responsibilities and requirements under AA/EEO/ADA. • Investigated new and existing salary structures and practices for disparate impact, or other salary-related inequities. Note the following example at right. • Wrote/converted over 700 position classifications into com pliance 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. • Corrected long-term inaccuracies in the categorization of position classifications for accurate alignment with EEO-5 placement.

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

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

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

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

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

Specific challenge (What was changing): In the early 1990s at National Jewish Center, with the recent passage (July 26, 1992) of the Americans with Disabilities Act, various civil and human rights groups elected to use the Center as a testing ground [Translation: Media Event] for this law, by gaining access to medial facilities who (they knew) had not yet had time to make their facilities accessible to disabled applicants and/or employees through various accommodations, such as converting or expanding doorways, hallways, and ramps to make them more accessible. In particular, the human resource department was located in the worst possible location: a freestanding building [which was originally a large one (1) family residence built in the 1930s] that was ONLY accessible to persons who could walk (there were no ramps), and the building had extremely narrow hallways.

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

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

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

Currently, when applying for nearly every job in the United States of America, candidates are presented with the following:

As far as the U.S. government is concerned, Black people (born U.S. citizens as decendants of slaves originating from Africa) and Africans ("free" people of "color" from various African nations) are dumped together as a "racial construct," just like White Irish (Northern Irish nationalists and republicans, who are mostly Irish Catholics) and White English (Ulster Protestants, who wanted Northern Ireland to remain within the United Kingdom) viciously fought each other for decades, but are dumped together as a "racial construct."

Jews are not a "racial construct," unless, of course, you're a Jewish person in the media controlling the narrative. Please recall, Whoopi Goldberg was forced to apologize when she said the Jewish Holocaust of World War II was a crime against humanity, and not a racial crime. Jews are NOT a racial group, which is clearly established and defined by the United States government in all EEO-1 (private sector) and EEO-4 (public sector) reporting. The big mistake made by Caryn Elaine Johnson, who uses a Jewish surname "Goldberg," is that she stupidly ignored the "facts" of who ultimately runs all entertainment media in the United States, and ultimately worldwide distribution of U.S. print, broadcast, and filmed content:

In "Hollywood" ultimate control has been and continues to be primarily dictated by White Jewish men. As published in the LA Times article, "How deeply Jewish is Hollywood? C'mon - " When the studio chiefs took out a full-page ad in the Los Angeles Times a few weeks ago to demand that the Screen Actors Guild settle its contract, the open letter was signed by: News Corp. President Peter Chernin (Jewish), Paramount Pictures Chairman Brad Grey (Jewish), Walt Disney Co. Chief Executive Robert Iger (Jewish), Sony Pictures Chairman Michael Lynton (surprise, Dutch Jew), Warner Bros. Chairman Barry Meyer (Jewish), CBS Corp. Chief Executive Leslie Moonves (so Jewish his great uncle was the first prime minister of Israel), MGM Chairman Harry Sloan (Jewish) and NBC Universal Chief Executive Jeff Zucker (mega-Jewish). If either of the (Jewish) Weinstein brothers had signed, this group would have not only the power to shut down all film production but to form a minyan with enough Fiji water on hand to fill a mikvah." Source: Los Angeles Times, December 19, 2008, by JOEL STEIN

Keep in mind:

Some employers have decided all aspects of LGBTQIBPP+QAAPX are equal, in particular, equal to race and biological sex. For example, Kaiser Permanente Healthcare (below) is capturing significantly more sexual information than Lincoln Financial Group (above).

Keep in mind, "supposedly" this data will not be used against the candidate, but candidates are NOT included in the decision-making process for selection and hiring; and therefore, unable validate Kaiser's claim of neutrality.

The EEOC does not require the collection and retention of such data, so: (1) why is Kaiser collecting it; (2) how will it be used; (3) how long will it be retained on Kaiser's servers; and (4) will the data be sold to third-parties?

CLICK ABOVE IMAGE TO ENLARGE

CLICK ABOVE IMAGE TO ENLARGE

"Current" data collection for EEO-1 and EEO-4
Why are employers required to submit EEO Reporting? As validated by EEO-1 (private sector) and EEO-4 (public sector) reports submitted to the federal government, and independent “glass ceiling” reporting, it remains the perpetual practice for many employers to easily and intentionally discriminate against minorities and women because women and minorities are “physically identifiable.” As validated by Nebraska's EEO-4 for 2019 (at right), absolutely no "people of color" were hired into any senior level "officials and administrator" positions. During 2019, this well-qualified candidate, who also happens to be a minority, personally applied for over 200 positions, but in Nebraska, as validated by EEO-1s and EEO-4s, high rates of unemployment, and high rates of incarceration, minority candidates are consistently not worthy of employment except as a rare "token" in management, or non-managerial service-level positions. Again, it's easy to intentionally discriminate against minorities and women because women and minorities are “physically identifiable,” but such is not true of LGBTQIBPP+QAAPX. In order to similarly validate the LGBT+ status of candidates and employees, it would be necessary for employers to actually look “under the hood,” because LGBT+ considerations are not visually self-evident and cannot be used to immediately and uniformly discriminate. Since employers are unable to accurately determine if a candidate is "Gender fluid, or intersex, or pansexual, etc.," why is Kaiser tracking this and other sexual data, which is beyond the scope of immediate visual and physical detection? Are large multi-state and national employers like Kaiser, attempting to use the "Bully pulpit" of their national recruitment platform to manipulate state legislatures, U.S. Congress, and employers to expand "sexual tracking" to include all aspects of sexuality as represented below? Must government be even more involved?
"Proposed" data collection for EEO-1 and EEO-4?
If Kaiser's data collection protocols become the "standard," then all EEO-1 and EEO-4 reporting will look like this! Imagine the nightmare employers will incur to maintain and validate the accuracy of such a database, for every Job Category: Officials/Administrators, Professionals, Technicians, Protection Services (law enforcement), Paraprofessional, Administrative Support (Clerical), Skilled Labor (Electricians, Plumbers, etc.), Service/Maintenance (labor, custodians, etc.).

NOTE: Unlike behavior-based "social justice warrior" or "diversity" seminars, my proprietary seminars (below) are strategically designed to present positive, candid, measurable solutions to end or significantly reduce racism and sexism in compliance with employment law, and egalitarian principles that “all lives matter.” Unfortunately, DEI has primarily been "branded" to address race, sex, and LGBT+, which excludes the much larger character and scope of the human condition (age, disabled, obesity, environmental, etc.).

Most importantly, these seminars are proprietary, with content designed (added, modified, or deleted) to address your specific training objectives!

CLICK ANY IMAGE BELOW TO REVIEW AND DOWNLOAD A SEMINAR BROCHURE

FOR MORE INFORMATION, CLICK HERE Why is my linear, candid, measurable, and realistic approach to "human capital management" not only better, but also necessary? Historically, "diversity" became the "politically correct" buzz word to replace "integration" and "affirmative action," as the women's liberation movement evolved into the #METOO movement, as "Black and Proud" evolved into "Black Lives Matter" and so on and so on. Nevertheless, except for token placement in broadcast and entertainment media, as perpetually validated by the failure of public sector (EEO-4) and private sector (EEO-1) employers to hire qualified women and minorities, very, very, very little change has occurred - estrogen and melanin remain absent from the "Glass Ceiling." Given the extremely well-documented absence of change, "'diversity" is used to misdirect, indoctrinate, enforce, and maintain "privilege" for people (predominately White and male) who own and/or control all aspects of U.S. society: The New York Times researched, confirmed, and published on September 9, 2020 the article, "Faces of Power: 80% Are White, Even as U.S. Becomes More Diverse," that validated the perpetual existence of systemic racism and systemic sexism. Given the existence of the Americans with Disabilities Act (ADA) for the past thirty-(30) years, the "inclusion" of individuals with disabilities is also noticeably absent from the workforce. Likewise, despite the existence of the Age Discrimination in Employment Act (ADEA), "Baby Boomers" are increasingly absent from the workforce. (October 6, 2009) Searching for Whitopia: An Improbable Journey to the Heart of White America https://www.amazon.com/Searching-Whitopia-Improbable-Journey-America/dp/1401322689/ref=sr_1_1?s=books&ie=UTF8&qid=1430548498&sr=1-1&keywords=whitopia People of color, and women, did NOT conceive, engineer, and execute acts of "inhumanity" to themselves, because people of color, and women, were not and have never held the power, control, or "privilege" to do so. Except for a few tokens, when compared to White people, the overall social and economic status (i.e., equal access to education, employment, housing, health care, and the political process) for the overwhelming majority of Black people, and other people of color, did not change before slavery, during slavery, after slavery, or during the 1870s, 1880s, 1890s, 1900s, 1910s, 1920s, 1930s, 1940s, 1950s, 1960s, 1970s, 1980s, 1990s, 2000s, 2010s, and in the absence of major change, there's absolutely no basis to ever expect any improvement. "Diversity," which was previously labeled as "integration" has not eliminated or reduced the wage gap or income between Black people and White people; the perpetual wage and income gap has only increased, and in the absence of major change, the gap will continue to increase through 2260 and beyond! Not all White people are racist, and it's blatantly "racist" to categorize or blame all White people as racist. However, power and wealth acquired and sustained by "elite," politically powerful and affluent White men via systemic racism and systemic sexism has not been eliminated or mitigated by those same self-serving "elite," politically powerful and affluent White males who wield ultimate control; and power and wealth has not and cannot be eliminated or mitigated by legislative and/or societal change by these same self-serving politically powerful and affluent White males who also wield and sustain control.

Before the "Johnny-come-lately" appearance of Diversity, Equity, and Inclusion (DEI) in television, radio, print, and internet.

To download profile, click here.

My robust HR career includes the design, creation, recruitment, and compensation of all positions that direct, manage, deliver, and support media relations, public relations, broadcasting, and advertising, for both public and private sector environments; from sound engineers to traffic accountants, from directors of public or media relations to web masters, from radio announcers to reporters, from producers to video editors, and more! Equally important, and prior to the "Johnny-come-lately" woke-creation of DEI is my demonstrated commitment to objectively hire and promote qualified candidates and to broadcast content to engage, reflect, and showcase extremely diverse community groups, organizations, businesses, political parties, and individuals.

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

 

• At Community Telecast, Inc. (CTI22):

Community Telecast, Inc., (CTI22), and IRS 501 (c)(3) was the only broadcast cable television company in metro Omaha and within 18 states to focus on the community. For its general operations CTI22 received NO financial support based on grants, and NO tax support from the federal government, or State of Nebraska, or local government, and CTI22 did not receive revenue based on Franchise Fees from the cable provider. CTI22 was supported only through membership fees and donations. Through my volunteer role as President/CEO/General Manager, not only did I personally film, produce, direct, edit, and broadcast content [see "Healthy Choices" graphic at right, list of broadcast programs below, and click images below to watch YouTube.com videos or MP4 files; I also successfully achieved diversity outreach objectives through new relationships with the Native American, Asian, and Latino communities. I increased CTI22's market share, broadcast program hours, and doubled CTI22's operating budget in less than 7 months, ultimately by more than 200%! As validated by testimonials from our broadcast audience (click here), and as reported to the Omaha City Council in April 2010 [http://www.cti22.org/franchise.htm], at any given time CTI22's broadcast audience ranged from 13% to 20% of Cox subscribers!

Graphic produced and © Trip Reynolds

THE MOST DIVERSE CONTENT IN NEBRASKA BROADCAST HISTORY Except as noted (*), all content produced, filmed, edited and broadcast by Trip Reynolds Photos below are linked to MP4 videos, all other images are linked to YouTube.com PARTIAL LIST OF COMMUNITY INTERACTION
1.	100 is Kept (UNMC)*	44.	Omaha Business Showcase: Mort Sullivan’s Community Information Service	87.	Special (Prime Time) Broadcast: Franchise Agreement
2.	Afghanistan at a Crossroads (Creighton University)	45.	Omaha Business Showcase: Club Mex Mexican Restaurant	88.	Special (Prime Time) Broadcast: Political Debates
3.	Afternoon Sermons hosted by Rev. Dr. Everett S. Reynolds	46.	Omaha Business Showcase: T.D. Sanders and More	89.	Special (Prime Time) Broadcast: River City Theatre Organ Society
4.	Apostolic Holiness Temple*	47.	Omaha Business Showcase: Film Streams	90.	Golden Gloves Championship
5.	Asian World Center (Creighton University) presents "The Benefits of Drinking Tea" with Dr. Maorong Jiang	48.	Omaha Business Showcase: Omaha Performing Arts	91.	Special (Prime Time) Broadcast: Omaha Roller Girls
6.	Cultural Showcase: Native American	49.	Omaha Business Showcase: Prouty Place	92.	Special (Prime Time) Broadcast: Golden Gloves Boxing
7.	Bethesda Ministries International	50.	Omaha Business Showcase: John Beasley Theater	93.	Juan's Studio
8.	Bible Holiness Deliverance Hour	51.	Omaha Business Showcase: Africamerican Bookstore	94.	Special (Prime Time) Broadcast: Jesse J. Otto presents, “Black Orchestras In Omaha Before 1950”
9.	Black History Quiz	52.	Omaha Business Showcase: Rebecca's Indian Trading Post	95.	Celebrating Dance: Tap Dancing featuring Sammy Davis, Jr.
10.	Black Men United presents Real Talk	53.	Omaha Business Showcase: Krypton Comics	96.	Special (Prime Time) Broadcast: Chief Standing Bear Awards Luncheon
11.	Breaking the Chains with Tariq Al-Amin & Marvin McClarty, and Charles Parks & Gannie Clark	54.	Omaha Opportunities Industrialization Center	97.	Nebraska Urban League's, "To Be Equal"
12.	Brotherhood of the Cross and Star with Sister Beverly	55.	Asian World Center: Mahatma Gandhi	98.	Omaha Housing Authority, with Clifford Scott, President/CEO
13.	Interdenominational Ministerial Alliance	56.	Reynolds independently secured exclusive broadcast for Creighton's Asian World Center from the Peoples Republic of China	99.	Special (Prime Time) Broadcast: 2010 U.S. Census (CTI22 was the only broadcast entity in Nebraskas to broadcast all seven-(7) PSA and to create 3 original PSAs
14.	Charles Drew Health Center*	57.	Nation of Islam*	100.	Real Solutions with Dr. Saidi Liwaru
15.	Teens 4 Truth*	58.	DEF Omaha, Poetry and Open Mic	101.	Republic of Lakotah with Russell Means
16.	Girls, Inc. presents, "Urban Agriculture"	59.	Nebraska Commission on Indian Affairs "Sovereign Native Youth Leadership Camp"	102.	Reverend Luk's Ministries
17.	Cinco de Mayo Parade Celebration (15+ years of “FREE” prime time broadcast coverage	60.	Nebraska Health and Human Services*	103.	Second Baptist Church*
18.	Clair Memorial United Methodist Church*	61.	Nebraska Sports Council: Top Flight Badminton	104.	St. John A.M.E. Church*
19.	Cleaves Temple C.M.E. Church*	62.	CTI22 Book Club	105.	St. Mark Baptist Church*
20.	Coalition Against Injustice	63.	NeighborWorks Omaha*	106.	Omaha Cultural Showcase: Omaha Pipes and Drums at St. Andrews Episcopal Church
21.	Congressman Lee Terry	64.	Omaha Business Showcase: Maria Bonita Restaurant	107.	Tabernacle Baptist Church*
22.	Councilman Ben Gray	65.	Latino Perspective with Ben Salazar	108.	Trip Reynolds - Portrait Artist
23.	Councilman Frank Brown	66.	Team Captain and The Oracle	109.	Urban League of Nebraska
24.	Bicycling in Omaha on the Keystone Trail	67.	One World Community Health	110.	The Wonder of Tap: Tap Dancing (Compilation by Trip Reynolds)
25.	Dr. Jesse's Place (UNMC)*	68.	U.S. Commission on Civil Rights	111.	Omaha Blue Waves Martial Arts presents “Just for Kicks: Martial Arts for Everyone”
26.	El Grito Hispano de Omaha	69.	El Perico presenta Sabor a Omaha	112.	Exodus Community Choir
27.	Nebraska Geographic with Dr. Larry Bradley	70.	Pow Wows and more!	113.	Eyes Wide Open with Susan Smith
28.	Gethsemane Baptist Church*	71.	Omaha Cultural Showcase: Native American Pow Wow	114.	Hablemos en Familia del Tabaco y Algo Mas with Antonia Correa, UNMC
29.	God In My Corner with Eileen Waites	72.	Omaha Cultural Showcase: Serbfest	115.	The Republic of Lakotah
30.	Greater New Hope Baptist Church*	73.	Welcome to Islam with Mayimuna Ali	116.	Healthy Choices 101 with Mark Patten
31.	Surgery 101: Community Health (Gastric Bypass, Heart, Knee Replacement, etc.)*	74.	Sexual Partners: Risks of HIV/AIDS/STD	117.	Public Service Announcements (PSA) mixed with a diverse collection of Music Videos including country, R&B, Blues, Classical, Jazz, Rock, Popular, K-Pop (Korean), J-Pop (Japanese), H-Pop (Hong Kong), etc. Below Chad Lee's, "Banjo"*
32.	Howie Corbaley presents Karaoke Throwdown	75.	Howie Corbaley presents Karaoke Throwdown	118.	PSAs with international music videos, including Sistar's, "Alone"*
33.	Classic Hollywood Film Showcase, including Doris Day, "Shaking the Blues Away" and many more!"*	76.	Open Door Mission’s “Inside the Open Door with Candace Gregory”	119.	Smoke Alarms, Safe Drinking-Water, and our Children with Smokey Robinson*
34.	Indigenous Voices (Native American)	77.	People Talking with Cheryl Weston	120.	Public Domain B-Movies, including "Plan 9 From Outer Space" and many more!*
35.	Jook Joint Blues with E.C. Scott*	78.	People's Mission Missionary Baptist Church*	121.	Jorge Ernesto Espejel Montes, Secretaria de Relaciones Exteriores (Mexican Consulate, Omaha)
36.	Jim Nelson Media Services*	79.	Peter Kiewitt Institute / UNO College of Information Science and Technology	122.	The Nebraska Humane Society
37.	Joy of Gospel*	80.	Pleasant Green Baptist Church*	123.	Nebraska Invitational Dance Festival
38.	Kickin’ It With Kenyon	81.	Positive Havoc with William King	124.	Bill Rodgers' Big Wheel Derby
39.	La Voz Latina de Omaha	82.	Senator Brenda Council	125.	H3O (HIP HOP HEALTH)*
40.	Let the Record Show with Attorney Timothy Ashford	83.	Senator Ernie Chambers	126.	Club Mex - How to prepare tamales! Club Mex - How to prepare chiles rellenos!
41.	Malcolm X Foundation	84.	Native American Showcase: Fred LeRoy Health and Wellness Center	127.	UNO Student Project
42.	Malik Jihad	85.	Special (Prime Time) Broadcast: The Ward Connerly Interview - "Ending Affirmative Action in Nebraska"	128.	Omaha Public Library
43.	Greater Omaha GLBT	86.	Heartland Bodybuilding	129.	101 East: Asian Culture*
	Click the above image to download Moss & Barnett's "Cable-Related Community Needs Assessment"

Reynolds has produced, filmed, edited, and broadcast over 35,760 hours of community-based content and related media relations.

Decades before "DEI" became yet another catch-phrase for "affirmative action," and before "Women's Liberation Movement" evolved into the "#METOO movement," and before "Black and Proud" evolved into "Black Lives Matter," CTI22 broadcast more of the following content than all other metro area TV stations combined: public service announcements promoting metro Omaha community-based organizations, ethnics groups, LGBT+, events, and businesses; more original programming involving elected officials; more original, Omaha-based programming for African-American, Latino, Native American, Asian, and other ethnic groups; and more original, Omaha-based religious programming. We Broadcast the Community!™

The following video was intentionally filmed and broadcast in "Black and White" to prompt viewer attention.

To learn more, click the link below:
http://www.reynos.com/CTI22/letters.htm

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

“PRIME TIME” BROADCAST OF BICYCLE TOURING THROUGHOUT METRO OMAHA “PRIME TIME” BROADCAST OF AWARD WINNING ORGANIST ROB RICHARDS FROM OMAHA’S ROSE THEATER “PRIME TIME” BROADCAST OF OUR AWARD WINNING OMAHA ROLLER GIRLS “PRIME TIME” LECTURES FROM AREA PROFESSORS AT UNO, CREIGHTON, ETC. “PRIME TIME” BROADCASTS OF KARAOKE SINGING FEATURING CITIZENS FROM MANY METRO OMAHA CLUBS “PRIME TIME” BROADCASTS OF NATIVE AMERICAN POW WOWS AND DOCUMENTARIES “PRIME TIME” BROADCASTS OF COMMUNITY FOCUSED CALL-IN TALK SHOWS LIKE “PROTECTING THE VILLAGE” “PRIME TIME” BROADCASTS SHOWCASING SCHOOLS SUCH AS THE PETER KIEWITT INSTITUTE / UNO INFORMATION SCIENCE & TECHNOLOGY “PRIME TIME” BROADCASTS FEATURING INTERNATIONAL MUSICIANS FROM ASIA, AFRICA, MEXICO, ETC. “PRIME TIME” EXPOSURE OF OMAHA’S AWARD WINNING HIGHLAND BAGPIPE BAND “OMAHA PIPES & DRUMS” “PRIME TIME” BROADCASTS OF POLITICAL DEBATES “PRIME TIME” BROADCASTS OF HOW CITIZENS CAN HELP THE COMMUNITY BY HELPING OPEN DOOR MISSION KIDS LOVE DR. JESSE “PRIME TIME” BROADCASTS OF COMMUNITY FOCUSED SPANISH LANGUAGE PROGRAMS   “PRIME TIME” BROADCASTS OF INFORMATION FOR ALL CITIZENS ABOUT EARNED INCOME TAX CREDIT “PRIME TIME” BROADCASTS SHOWCASING CULTURAL ICONS SUCH AS MAHATMA GANDHI’S GRANDSON “PRIME TIME” SAME DAY BROADCASTS OF UNFILTERED, INDEPENDENT NATIONAL AND GLOBAL NEWS. SPOTLIGHT ON THE PRESIDENCY (BUSH, OBAMA, ETC.) “PRIME TIME” OMAHA BOXING “PRIME TIME” BROADCASTS OF FEATURING ELECTED OFFICIALS “PRIME TIME” BROADCASTS OF RELIGIOUS PROGRAMS “PRIME TIME” BROADCASTS SHOWCASING OMAHA BUSINESSES SUCH AS “FILM STREAMS” “PRIME TIME” BROADCASTS SHOWCASING THE CORNHUSKER STATE GAMES “PRIME TIME” BROADCASTS FROM OMAHA BLUE WAVES NATIONAL MARTIAL ARTS CHAMPIONSHIP AND PROGRAMS PROMOTING FITNESS, HEALTH, AND WELLNESS “PRIME TIME” AND 24/7/365 BROADCASTS OF PUBLIC SERVICE ANNOUNCEMENTS AND COMMUNITY EVENTS ON THE COMMUNITY CALENDAR • CTI22 was the only broadcast entity in the history of metro Omaha to regularly produce and broadcast weekly “prime time” content featuring a White man, Latino man, Black man, Asian man, and a Native American man. “KARAOKE THROWDOWN” WITH DJ HOWIE “LATINO PERSPECTIVE” WITH BEN SALAZAR “TIMOTHY ASHFORD P.C.L.L.O. ATTORNEY AT LAW “ASIAN WORLD CENTER” WITH DR. MAORONG JIANG REPUBLIC OF LAKOTAH with RUSSELL MEANS AND NATIVE AMERICAN POW WOWS • CTI22 was the only broadcast entity in the history metro Omaha to regularly produce and broadcast weekly “prime time” content featuring a White woman, Latina woman, Black woman, Asian Woman, and a Native American woman. “EYES WIDE OPEN” WITH SUSAN SMITH “SABAR A OMAHA” WITH MARINA ROSADO “PEOPLE TALKING” WITH CHERYL WESTON “101 EAST” WITH FAUZIAH IBRAHIM “Chief Standing Bear Awards Luncheon” with Judy M. gaiashkibos • Identified discriminatory practices by the City of Omaha and Cox Communications that blatantly prevented equal access to public/community access television. To read report, click here. As represented in the graph above, Omaha is one of the most racist cities in the United States. [Note similarities to St. Louis, Missouri]	CHARACTER AND SCOPE OF BROADCAST AUDIENCE • CTI22 was the only broadcast entity in the history of metro Omaha to regularly produce and broadcast weekly “prime time” content featuring a White woman, Latina woman, Black woman, Asian Woman, and a Native American woman. • CTI22 was the only broadcast entity in the history of metro Omaha to regularly produce and broadcast weekly “prime time” content featuring a White man, Latino man, Black man, Asian man, and a Native American man. • CTI22 produced and broadcast more first-run and “prime time” public service announcements than all metro Omaha television stations combined. For example [Click image below to play video. • CTI22 was the only television station in metro Omaha to consistently provide instant information to and from citizens of Omaha through numerous "live" talk-back programs - programs broadcast throughout metro Omaha! • CTI22 believed it's a god thing to inform and educate persons who ultimately wield ownership or control of every facet of American society - that all people share a commitment to success! As respresented by the slide show below, CTI22 broadcast more diverse content than any broadcast entity in the history of metro Omaha! • CTI22 consistently complied with all reporting and operating requirements established by Cox Communications and the City of Omaha. • For the 2010 U.S. Census, CTI22 was the only broadcast entity in metro Omaha to regularly broadcast ALL seven-(7) public service announcements produced by the U.S. Census Bureau targeted for all ethnic groups: White, Black, Asian, Pacific-Islander, Hispanic/Latino, Native American, and the general public. Plus, CTI22 produced and broadcast two-(2) original PSAs targeting Omaha's Latino population. Click the image below to enlarge the award received by CTI22 from the U.S. Census.
Presented below is a partial list of diverse, original programs which I produced and/or broadcast on CTI22. Content included regularly scheduled weekly and monthly programs, and the one-time broadcast of hundreds of "special programs." Over two dozen "flagship," regularly scheduled "primetime" weekly* programs were broadcast from five-(5) to twenty-(20) years!
PARTIAL LIST OF BROADCAST PROGRAMS PROGRAMMING PROGRAM LENGTH (MINUTES) 1 Asian World Center (Creighton University) Asian Culture 60 to 90 2 Omaha Cultural Showcase: Asian Heritage Asian Culture 60 3 Peoples Republic of China Asian Culture 30 4 Games of the XXIX Olympiad Asian Culture 120 5 CTI22 presents Asian Culture* Asian Culture 60 to 90 6 Black History Quiz Black Culture 30 7 Black Men United presents Real Talk Black Culture 60 8 Coalition Against Injustice* Black Culture 60 9 Malcolm X Foundation Black Culture 60 10 Ms. Black Africa Nebraska Black Culture 30 11 NeighborWorks Omaha Black Culture 30 12 Omaha Cultural Showcase: Juneteenth Black Culture 240 13 Open Dialogue with Eunice Malath (Sudanese) Black Culture 30 14 People Talking with Cheryl Weston* Black Culture 60 15 Positive Havoc with William King* Black Culture 30 16 Protecting the Village / Breaking the Chains with Tariq Al-Amin & Marvin McClarty, and Charles Parks & Gannie Clark* Black Culture 60 17 Special (Prime Time) Broadcast: Gang Violence in Omaha: UNO Report and Gang Member Video Interviews vs. Denials from Police and City Council Members Black Culture 240 18 Special (Prime Time) Broadcast: Heartland Family Service presents “How to Help Sudanese Youth Stay Out of Juvenile Court” Black Culture 120 19 Special (Prime Time) Broadcast: Malcolm X Foundation T-Shirt Event Black Culture 30 20 Sudanese Civil Society Black Culture 60 21 Urban League of Nebraska Black Culture 30 22 Omaha Business Showcase: Club Mex Mexican Restaurant Business / Latino Culture 30 23 Omaha Business Showcase: Film Streams Business 30 24 Omaha Business Showcase: Krypton Comics Business 30 25 Omaha Business Showcase: Maria Bonita Restaurant Business / Latino Culture 30 26 Omaha Business Showcase: Mort Sullivan’s Community Information Service Business 30 27 Omaha Business Showcase: Omaha Performing Arts Business 30 28 Omaha Business Showcase: Prouty Place Omaha Business Showcase: John Beasley Theater Business 30 29 Omaha Business Showcase: Rebecca's Indian Trading Post Business / Native American 30 30 Omaha Business Showcase: T.D. Sanders and More Business / Black Culture 30 31 Community Calendar / PSAs* Community Relations 24/7/365 32 Eyes Wide Open with Susan Smith Community Relations 30 33 Hometown History with Scott Peck Community Relations 30 34 Let the Record Show with Attorney Timothy Ashford Community Relations 60 35 Nebraska Chapter AARP Community Relations 120 36 Nebraska Geographic with Dr. Larry Bradley Community Relations 30 37 Omaha Cultural Showcase: Omaha Pipes and Drums at St. Andrews Episcopal Church Community Relations 360 38 Omaha Housing Authority with Clifford Scott, CEO* Community Relations 60 39 Omaha Opportunities Industrialization Center Community Relations 60 40 Open Door Mission’s “Inside the Open Door with Candace Gregory” Community Relations 30 41 Special (Prime Time) Broadcast: Franchise Agreement Community Relations 480 42 Special (Prime Time) Broadcast: River City Theatre Organ Society Community Relations 240 43 Team Captain and The Oracle Community Relations 60 44 The View From Omaha Community Relations 30 45 Timothy Ashford, Attorney at Law Community Relations 60 46 100 is Kept (UNMC) Educational 30 47 Dr. Jesse's Place (UNMC) Educational 60 48 Peter Kiewitt Institute / UNO College of Information Science and Technology Educational 90 49 Charles Drew Health Center Health & Fitness 30 50 Bicycling in Omaha on the Keystone Trail Health & Fitness 60 51 Community Health (Pharmacy, Smoking Cessation, Cardiology) Health & Fitness 240 52 Healthy Choices 101 with Mark Patten* Health & Fitness 60 53 Nebraska Health and Human Services* Health & Fitness 30 54 Nebraska Sports Council: Top Flight Badminton Health & Fitness 30 55 Omaha Blue Waves Martial Arts presents “Just for Kicks: Martial Arts for Everyone” Health & Fitness 30 56 Omaha Health Kids Alliance Health & Fitness 30 57 Planned Parenthood* Health & Fitness 30 58 Sexual Partners: Risks of HIV/AIDS/STD Health & Fitness 60 59 Special (Prime Time) Broadcast: Golden Gloves Boxing Health & Fitness 120 60 Special (Prime Time) Broadcast: Omaha Roller Girls Health & Fitness 120 61 Cinco de Mayo Parade Celebration (15+ years of “FREE” prime time broadcast coverage* Latino Culture 240 62 El Grito Hispano de Omaha Latino Culture 60 63 El Perico presenta Sabor a Omaha Latino Culture 30 64 Expresion Latina Latino Culture 60 65 Hablemos en Familia del Tabaco y Algo Mas with Antonia Correa, UNMC* Latino Culture 30 66 Jorge Ernesto Espejel Montes, Secretaria de Relaciones Exteriores (Mexican Consulate, Omaha) Latino Culture 30 67 La Voz Latina de Omaha* Latino Culture 120 68 Latino Perspective with Ben Salazar Latino Culture 60 69 Moviendo Nebraska with Yesenia Peck Latino Culture 30 70 Omaha Cultural Showcase: Cinco de Mayo Latino Culture 900 71 Special (Prime Time) Broadcast: Cinco de Mayo dance from the Kroc Center Latino Culture 60 72 Howie Corbaley presents Karaoke Throwdown Music & Entertainment 60 73 Jim Nelson Media Services Music & Entertainment 30 74 Jook Joint Blues with E.C. Scott Music & Entertainment 30 75 Kickin’ It With Kenyon Music & Entertainment 30 76 Special (Prime Time) Broadcast: Jesse J. Otto presents, “Black Orchestras In Omaha Before 1950” Music & Entertainment 60 77 Special (Prime Time) Broadcast: Thomas Wilkins, Music Director, Omaha Symphony Music & Entertainment 30 78 The Wonder of Tap: Tap Dancing Music & Entertainment 120 79 Indigenous Voices (Native American)* Native American Culture 60 80 Indigenous Voices with John Pappan Native American Culture 60 81 Nebraska Commission on Indian Affairs Native American Culture 240 82 Omaha Cultural Showcase: Native American (Denver March Pow Wow)* Native American Culture 420 83 Republic of Lakotah with Russell Means Native American Culture 60 84 Special (Prime Time) Broadcast: Chief Standing Bear Awards Luncheon Native American Culture 240 85 Afghanistan at a Crossroads (Creighton University) Political 90 86 Congressman Lee Terry Political 60 87 Councilman Ben Gray Political 60 88 Councilman Frank Brown* Political 60 89 Mayoral Forum: Mayor Fahey Political 60 90 Nebraska State Senators: Information on Representatives from metro Omaha Political 60 91 Senator Brenda Council Political 60 92 Senator Ernie Chambers* Political 90 93 Special (Prime Time) Broadcast: 2010 U.S. Census Political 60 94 Special (Prime Time) Broadcast: Earned Income Tax Credit (EITC) Political 120 95 Special (Prime Time) Broadcast: Political Debates* Political 480 96 Special (Prime Time) Broadcast: Public Safety Auditor Political 120 97 Special (Prime Time) Broadcast: The Ward Connerly Interview - Ending Affirmative Action in Nebraska Political 90 98 Afternoon Sermons Religious 30 99 Apostolic Holiness Temple Religious 30 100 Bethesda Ministries International Religious 60 101 Bible Holiness Deliverance Hour Religious 60 102 Brotherhood of the Cross and Star* Religious 60 103 Church of God In Christ Religious 60 104 Clair Memorial United Methodist Church* Religious 60 105 Cleaves Temple C.M.E. Church* Religious 60 106 Exodus Community Choir Religious 90 107 Gethsemane Baptist Church Religious 90 108 God In My Corner with Eileen Waites* Religious 60 109 Greater New Hope Baptist Church* Religious 60 110 Interdenominational Ministerial Alliance Religious 30 111 Joy of Gospel Religious 30 112 Malik Jihad Religious 60 113 Midnight / Afternoon Sermon Religious 240 114 Ministry of Bethesda* Religious 30 115 Nation of Islam* Religious 60 116 Omaha Cultural Showcase: Serbfest Religious 90 117 Only A Look Benefit Concert Religious 120 118 People's Mission Missionary Baptist Church* Religious 60 119 Picking Up The Pieces with Pastor Betty Coles Religious 30 120 Pleasant Green Baptist Church* Religious 60 121 Real Solutions with Dr. Saidi Liwaru * Religious 60 122 Reverend Luk's Ministries* Religious 30 123 Second Baptist Church Religious 90 124 Special (Prime Time) Broadcast: Nation of Islam presents “Extreme Weather: Are You Prepared?” Religious 90 125 St. John A.M.E. Church* Religious 60 126 St. Mark Baptist Church* Religious 60 127 Tabernacle Baptist Church* Religious 60 128 Tim Thompson, Omaha Christian Academy, Teens4Truth Religious 40 129 Welcome to Islam with Mayimuna Ali Religious 30 130 World Mission Society Church of God Religious 120
TEAM BUILDING: Media and Community Relations and Fund Raising Campaigns (For profit and non-profit) CLICK IMAGES BELOW TO ENLARGE
National Children's Dental Health Month National Insurance Carriers Month Valentine! Religious                       National Car Care Month Financial January is Walk Your Pet Month Latino
BROADCAST RADIO (Commercial and Non-Commercial)
(BELOW) Overtly compliant with COVID-19 directed health measures, Trip Reynolds guest-hosting for Chris Baker from 2PM to 6PM on KFAB News Radio on August 12, 2020 and August 19, 2020
(BELOW) Original line drawing artwork by Trip Reynolds for "live" seven-(7) hour radio broadcast hosted by Trip Reynolds at Ottawa University
Marvan Gaye and Curtis Mayfield Angela Davis and Isaac Hayes Isaac Hayes and Herbie Mann Phil Upchurch, Marvin Gaye and Karaté

Click the above advertisement to view additional ads.

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

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

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

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

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

• At National Jewish Center:

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

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

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

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

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

 

SCHEDULE A SEMINAR

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

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

Q: Did the employer call you and ask any questions?

A: No.

Q: Did the employer require you to complete a "Selection Assessment Exercise" to validate if you can perform the posted "essential job functions" as well as or better than their actual employees?

A: No.

Q: Did the employer contact any of your references to validate if you possess the skills, knowledge, and proficiencies actually performing the posted essential job functions?

A: No.

Q: Is it possible the employer intentionally excluded your candidacy because of your age, race, sex, creed, national origin, disability, pregnancy, veteran status, sexual identity or sexual designation, or other factors that have absolutely nothing to do with performing the posted essential job functions?

A: Possibly. Probably. Who knows? Here's what we do know: the "Glass Ceiling" has not changed. The wage gap between women and men who perform the same job has not changed. The income gap between White people and Black people has not changed.

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

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

Click image above to review brochure.

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

THE EVOLUTION OF JOB DESCRIPTIONS
Throughout his entire HR career, Trip Reynolds has been immediately responsible for capturing and
managing the evolution of work! Review randomly selected work product samples below.

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

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

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