attracting, screening, selecting, and onboarding


implementation and management of virtual teams,virtual work or community-based work


Course development, Online and offline programs, webinars, one-one-one coaching


Consistent,Persistent,Engaging. Community architect and manager for closed or open online communities.


Genie in Websites, Mobisites, Google Apps,Social Media, SEO, SEM



Ute Gass was born in the heart of the Cape Winelands, Western Cape (South Africa) and currently lives in Berlin,Germany.She is visionary, creative, with proven success, and has held leadership positions in recruitment and skills development industry.She is an internet guru and passionate about leveraging online technologies and tools for business success.She is a citizen of both Germany and South Africa and is fluent (both written and spoken) in English,German,Afrikaans. Find me on LinkedIN



    I consider myself a lifelong learner and am constantly learning, mostly about new technologies and business efficiencies.I hold Diploma’s in Marketing and Human Resources and various Certificates relating to HR and Web technologies….



    Facebook Marketing Expert
    July 2018 – present
    Optimising Facebook Ad campaigns for Companies and small business. Messenger Marketing and chatbot services.

    Owner/Manager of Wordpress Genie Digital Services
    Previously Ute GassHR – Recuitment/RemoteWorkers/ Training…




    Online marketing, Facebook Ad Campaigns and Improving RETURN ON AD SPEND.
    End-to-end recruitment of permanent, temporary and remote staff
    Research and implementation of sourcing strategies.
    Developing and managing candidate pipelines.
    Leveraging technology tools.
    Dynamic communicator, learning program developer, public speaker and facilitator with captivating presentation skills…



    I like to understand how things work.I like to spot trends and formulate opportunities in the now.Other than technology and business,I am interested in sustainability,food gardens and job creation.
    – Being in nature energizes me.- GOLF! …sometimes I love it, sometimes I curse it :-)…

Skills //Talent Acquisition, Recruitment,Training, Managing Virtual Workers,Employer Branding,Community Architect and Manager for closed or open online communities,Websites,Mobisites,Social Media Platforms,SEO,SEM

About this Blog // Latest News // Aggregated content relevant to HR trends


    AUTHOR: // CATEGORY: Uncategorized

    Great performance management requires managers to create an environment in which employees are enabled to perform to the best of their abilities. 

    Being able to do that will depend heavily on whether you’ve mastered these five essential performance management skills.

    Skill 1: Listening

    Good communication is achieved more through a manager’s
    ability to listen than on his or her speaking skills. When leaders listen well,
    they absorb issues, understand feelings, foresee potential problems and
    solutions, and eventually communicate the right decisions in the right tone.

    Any leader can hear and parrot back information. Good
    leaders listen so they can process the information.

    Follow these tips to better listening:

    • Keep yourself clear. When employees, colleagues, clients or customers need their managers, it’s important to give them undivided attention by talking privately at an arranged time with no distractions (e-mail, phones, paperwork).

    Tip: When employees ask their managers, “Do you have a minute?” If they don’t have time they can respond, “I only have a minute right now. If you need more time, I’d be happy to arrange a meeting later today.”

    • Take notes. This serves two purposes: It helps leaders remember what’s been said and keeps track of the most important facts and emotions. Taking notes also shows people you care and are listening whole-heartedly.

    • Hold your tongue. Avoid interrupting speakers, especially in one-on-one conversations. Let others get through the facts and emotions. Often, just spilling their guts is enough to make them feel better – and you’re a hero for listening and not saying a word!

    • Get focused. If managers have an important task to accomplish, they should make a note of it before they start a conversations with someone. That way they can stop thinking about the call to make, e-mail to send, report to finish, etc., and focus on the conversation at hand.

    • Withhold judgment. Put aside unrelated personal feelings about people and their circumstances when listening to them. Instead, focus on the facts and acknowledge emotions.

    • Be open to opinions. Leaders sometimes don’t agree with what employees, co-workers, clients and customers say – and stop listening because they’re focusing on their rebuttal. Instead, they should continue to listen and note their points when it’s their turn to talk.

    • Respond, don’t react. Finally, when you’re done listening and ready to talk, focus on giving a response rather than a reaction. What’s the difference?

    • A response is a balance of thought and emotion, and often includes
    a question so you can better understand.

    • A reaction is mostly an emotional action that lacks
    thought and understanding of what the other person said.

    Skill 2: Communicating

    Communicating well is the cornerstone of good relationships. Whether leaders are talking to employees or colleagues, writing e-mails, training or speaking in front of a group, these communication essentials will help:

    • Create a commonality. Once leaders know their colleagues and employees, they can share information about themselves that they have in common (for instance, a hobby, past experience in work or life, an interest in events or sports, etc.). It makes them more approachable.

    • Be courteous. People will listen, and things will get done if managers communicate with courtesy. For example, “Can you please …?” “I need you to do … Will you be able to?” “Please take care of …”

    • Be consistent. Match your tone of voice with your words.

    • Clarify. When the topic is important (not just casual), it’s vital for managers to make sure they’re understood. For example, they could ask “What questions do you have about this report?”

    • Show confidence. Back up statements with facts. Leaders should try to avoid tentative language such as might, maybe, possibly and ASAP.

    Soft skill 3: Delivering bad news

    Only one thing can be worse than hearing bad news: delivering it. Nearly every leader has to deliver bad news at one time or another. Doing it with finesse will help managers go down in company history as a well-liked professional.

    Here’s how to deliver bad news so it’s a little easier on
    the people affected by it:

    • Make it fast. Delivering the news as quickly as possible gives people a chance to plan their next move. One caveat: Avoid delivering bad news on a Friday (or whatever is the end of the work week) so the news doesn’t fester with people for days, and they come back to work upset or resentful.

    • Visit or call. Deliver bad news personally. When leaders do this, it shows they care about how the news will affect their people. Delivering bad news via e-mail or a memo suggests leaders are distancing themselves from the people and situation.

    • Be honest. Managers don’t have to reveal every detail (because some are personnel- or financial-related). Plus, people don’t have time for all the details. But to maintain credibility, leaders want to avoid covering up mistakes, forgetfulness or miscommunications that led to decisions and bad news.

    • Take responsibility. Leaders don’t want to blame themselves, their bosses or the company if they aren’t to blame. Then again, don’t blame “the economy” for everything, either. Acknowledge your part in the situation without being defensive.

    • Respond. Give employees, co-workers, clients or customers a chance to discuss how the bad news affects them. Acknowledge their feelings, and offer suggestions on how to deal with the situation.

    Soft skill 4: Negotiating

    Most leaders negotiate from the moment they get up in the
    morning, through the workday and well into the evening whether it’s with
    family, friends or co-workers. No matter the situation, the most successful

    negotiators still develop long-term relationships, and help
    themselves and others succeed in the end.

    Leaders who strive to get what they want, but be fair and
    keep others happy, follow these negotiating tactics:

    • Balance participation. All people want to be involved in decisions that affect them. Once managers offer their thoughts and positions, it’s a good idea to ask for the other person’s thoughts on the subject. Most importantly, managers should consider how the benefits and drawbacks affect others before they meet. Managers who see the situation through their employees’ eyes often find reasonable solutions faster.

    • Understand the other side. Before moving on to the final decisions and solutions, it’s important for managers to show they’ve heard and understand what others have said and feel. Some key phrases:

    • “I understand that you want … ”

    • “I sense that you feel this way about the situation … ”

    • “You seem to want … Do I have that right?”

    • “Your position is … Would you agree with my assessment?”

    • Be prepared to offer several options. It’s a good idea for leaders to come to the meeting knowing their highest priorities and what they’d be willing to give up to make negotiations work. They should also encourage others to do the same. Then once both sides understand one another’s positions, leaders can throw out several potential solutions.

    Soft skill 5: Giving criticism

    Unfortunately, employees don’t always do things that make their managers proud, or perform at a level that deserves thanks and recognition. Then managers have to criticize employees’ work or behavior. While this is a task no manager looks forward to, it can be done with finesse and without making employees resentful.

    Here are seven keys for delivering criticism with finesse:

    1. Behind closed doors. Follow the old rule “Praise in public, criticize in private.”

    2. No finger-pointing. When phrases like “You should have … ” or “Why didn’t you … ?” are used, people quickly become defensive.

    Instead, try one of these:

    • “I’ve noticed that you … ”

    • “I don’t know if you’ve noticed that you … ”

    3. Avoid sugarcoating. Many leaders don’t want to hurt other people’s feelings, so they “sandwich” criticism between two compliments. Avoid this because some people will filter out the criticism and focus on the praise. Instead go right to the issue, mention past successes and ask where the problem is.

    Example: “Joan, this report is incomplete. You’re usually
    very thorough. Can you tell me what’s happened here?”

    4. Criticize one thing at a time. Criticizing several things at one time will lighten the importance of each item. Plus, it’ll make people feel as if they’re failing at everything – not just one or two things.

    5. Be specific about the change that’s needed. Often what leaders want fixed, stopped or changed is obvious to them, but may not be so obvious to the person who needs to do it. So it’s vital to be specific on what needs to change. For example, instead of “From now on, I need it ASAP,” say “Starting this week, I want it by 9 am Friday.” Or instead of “You need to eliminate more errors,” say “You’ll have to drop the error rate by 50%.”

    6. Be timely. This makes the feedback seem supportive, not critical. While it isn’t always practical to hold off on criticism, this approach allows managers to help employeesmake adjustments that will last longer.

    7. Involve others. Even when managers have specific changes in mind that need to be made, employees are more likely to embrace the changes when they’re part of the solution. Consider saying:

    • “Do you have any ideas on how to make sure you … ”

    • “What can I do to help you … ?”

    • “I have some suggestions on how you can do this, but let
    me hear

    your ideas first.”

    The post The 5 top feedback skills for great performance management appeared first on HR Morning.

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    AUTHOR: // CATEGORY: Advertising & Marketing, branding, candidate experience, Featured

    Within the recruiting function, marketing should be king, because when assessing recruiting processes, I almost always find that the foundation components that are most responsible for recruiting success all have a marketing focus. Rather than focusing on cutting costs or process-administration efficiency, recruitment leaders need to become data-driven marketing experts in order to fully understand how to attract, engage and sell top talent.

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    AUTHOR: // CATEGORY: Featured, Hiring Process, talent acquisition

    That’s not just an important question. It’s also the name of an interactive workshop that Aaron Hurst will be leading at the upcoming ERE Recruiting Conference taking place in San Diego, Apr. 15 – 17.

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    AUTHOR: // CATEGORY: Advertising & Marketing, Featured, Job Descriptions, Job Postings

    Who’s Tom Hacquoil? Why does he think you’re probably crazy?

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    AUTHOR: // CATEGORY: Uncategorized

    Updating your onboarding process might not be at the top of every HR professionals’ priority list, but it probably should be – especially if it’s been over a year since your last update.

    Why? Because an outdated onboarding experience might be sending the wrong signals about a company – and causing needless confusion – at the very time when new hires are looking to understand their new employer and find their place in the organization.

    If that’s not enough incentive, updating your onboarding also produces some major long-term benefits.

    According to the Society of Human Resource Management (SHRM), 69% of employees are more likely to stay at a company for three or more years if they had a positive onboarding experience. 

    New employees who went through a structured onboarding program were 58 percent more likely to be with the organization after three years.

    Organizations with a standard onboarding process experience
    50 percent greater new-hire productivity.

    The problem isn’t that we don’t believe quality onboarding
    is important, it’s that we fail to recognize that it isn’t a “set it and forget
    it” type of thing—it should be ever-evolving.

    Why the Onboarding Process Needs to Evolve

    When was the last time you updated your onboarding process?
    Was it six months ago? One year ago? Five years ago?

     We get it—time flies. And while it might feel like it was just yesterday when you created your awesome new onboarding process, before you know it, a year has passed and it’s time to review, refine, and update again.

    Here are some key reasons to update your onboarding experience.

    Your service or product evolved

    The key to great onboarding is clarity. When you have a new employee join your ranks, you need to make it easy for them to understand all they can about what you do, how you do it, and how they fit into the big picture. And if the heart of what you do as a business shifts, you might need to double-check your onboarding communication to ensure everything is aligned and that you’re communicating it accurately. 

    Onboarding should make things clearer, not more confusing—so
    make sure what you say is what you actually do.

    Your culture has shifted

    Social integration and knowledge of culture are two more vital elements to great onboarding. And while your defined core values really shouldn’t change much, if you have gone through a cultural shift, you’ll likely have to update your onboarding materials.

     Be warned: Not all cultural changes are apparent without reading the fine print. 

    For example, if you decide to include some office inside jokes with the intention of making the new hire feel welcome, you might have to actually put yourself through the process to confirm understanding. Do the jokes still make sense? If your onboarding materials tell your new hire that most people eat their lunch in the cafeteria, make sure it’s still true. While your core values may not have changed, behaviors and cultural norms of the office may have.

    Your brand just got updated

    Lastly, you should update your onboarding experience if your employer branding has changed. It’s safe to assume that like your brand, your employer brand has evolved over time. And while you might not formally update your employer brand through brand guidelines, you can still look at the way you’re communicating to new hires and determine whether or not it feels like your organization.

    Keep your onboarding on track

    Great onboarding leads to great things—increased retention,
    a reduction in ramp-up time, and increased employee engagement. But it’s not
    easy to get it right the first time around. Most onboarding processes go
    through multiple iterations, revisions, and “rebrands.” But if you invest the
    time and energy to refine your process, you’ll be one step closer to creating
    an experience that will benefit your organization for years to come.

    The post Why it’s always a good time to update your onboarding appeared first on HR Morning.

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    AUTHOR: // CATEGORY: Featured, Seasonal Workers

    Where were the workers?

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    AUTHOR: // CATEGORY: Featured, interviewing, productivity

    You have the great productivity tools at your company. Great. But that doesn’t mean your people will actually be productive. How, then, can you tell which candidates are more likely to be productive employees?

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    AUTHOR: // CATEGORY: Uncategorized

    Corporate learning is different from school learning or even self-development. For professionals seeking to improve employee training, it helps to remember you can’t just take an approach from other industries and expect it to pay off without adapting the solutions to your own unique work environment.

    Hence, downloading educational software, used
    in classrooms, is not the best idea – it just doesn’t correspond with
    professional purposes.

    We researched different ways to improve employee training when implementing learning software into your company’s workflow.

    Here’s what we learned, and here’s what worked:

    Apply a blended
    learning approach

    Learning is a dynamic process, and it’s highly
    individual. Some people learn better by reading while others – by watching
    webinars or tutorials. One employee might prefer to dive deeply into the
    matter, while another firstly needs to get a general understanding of the
    subject. As you may see, it depends on personality factors, and these
    differences can be critical for determining the process efficiency.

    HR managers should take this variety of learning approaches into account by:

    Offering a possibility to get the information
    via different mediums. If you create a video guide for your employees, make
    sure to provide them with a transcript. Some people will want to review the
    information in the printed form or will simply have no time to listen to the
    entire video.

    Adapting to different speeds. The Youtube
    speed modification feature corresponds to these needs perfectly. Some people
    will refer to slow things down, listening to the file on 0.75 speed, while
    others will put it on 1.5 speed because it helps them to keep focus. Again,
    both methods are valid – you just need to provide access to this customization.

    Experimenting with formatting. Some people
    like their study material to be color-coded, while others prefer a typical
    bold-italic combination. It’s best if the platform allows team members to
    highlight information in whichever way they find fitting.

    The key to providing a blended approach is
    flexibility. Don’t insist on a single learning framework – it won’t work for everyone.
    Instead, start by interviewing your team members and learn more about their
    studying preferences.

    Provide relevant and
    tailored content

    Personalization is essential to effective
    learning. An employee should be fully aware of how this information or skill
    will contribute specifically to the workflow or individual progress. This
    includes a possibility to customize the curriculum, remove or add topics,
    change the order of the subjects at the mentor’s discretion.

    These aspects seem obvious at first glance, but it’s also something that the majority of companies neglect. The Deloitte report on the learning management system shows that only 3% of companies recognize personalization as a crucial aspect of their employees’ development.

    This aspect is especially valuable for
    Millennials – for them, training and development are the most important choice
    criteria when it comes to selecting a workplace. Yes, it’s even more important
    than bonuses and flexibility.

    Strive to assist your employees in their
    self-development as well as a corporate one. Not everything they learn in the
    office should be connected to the company. Employees should feel that they are
    growing as individuals, not just as a part of the system.

    Take learner analytics

    With such a diverse and customizable approach to learning, it might naturally be challenging for employers to keep track of the process efficiency. Since implementing professional learning software is an investment, it’s only natural that you should know your returns.

    Before starting to determine KPIs, employees
    need to focus on building an algorithm. Basically, you need to unite all used
    mediums and approaches in the single framework. All learning content can be
    divided into two large groups.

    In-house learning. These are the activities
    that teams perform together and on a mandatory basis. You need to define what
    kinds of knowledge or skills you want to develop and put these out for the
    discussion. The results include getting certification and badges, employee
    activity increase, and higher-quality of shared experiences.

    Recommendations. These include non-mandatory
    learning activities that might happen in the workplace or outside. A training
    specialist should regularly share books, tools, courses, reports, blogs,
    personalities, videos. They shouldn’t directly concern the company’s goals and
    tasks, but they should generally contribute to employees’ personal development.

    In learning software, you can track both kinds
    of interactions. The employees can leave reviews and rate the content, as well
    as recommend suggested sources to other team members. Also, you can see how the
    learned information relates to the employee’s skills and the company’s tasks.
    On top of that, you can create regular reports that summarize your team’s
    learning progress.

    Include soft skills

    Focusing on hard skills is a common mistake of
    many companies that start to explore learning. The roots of the problem are
    clear – such skills are easier to measure, and you feel the progress right
    away. However, this short-term system doesn’t correspond with the market’s
    realities. Now both end-users and companies seek professionals who have high
    communication, teamwork, and problem-solving competences.

    Source: LinkedIn Global Trends

    The major advantage of soft skills is that
    they are universal and can be used in any kind of project. If you need your
    employees to shift to a different field, there will likely be a need to relearn
    hard skills, but soft skills will be useful in any kind of situation.

    Business owners and HR managers often complain
    that soft skills are hard to measure. However, there are AI-based analysis
    tools – like Koru or Pymetrics – that use language recognition and behavioral
    patterns to assess employee’s progress in communication, teamwork,
    self-discipline, and others. Additionally, soft skills can be evaluated with
    the help of interviews, tests, and constant monitoring.

    Reward and recognize
    training achievements

    The final learning step is appreciation and
    gratification. Learning should be recognized by the team and management as hard
    work and rewarded accordingly. There is an important distinction to make here –
    by rewards, we don’t necessarily mean monetary bonuses. You can reward diligent
    learners by providing them better learning opportunities.

    Possible incentives can include:

    Tickets to professional conferences – a
    company should sponsor participation in educational events at least for its
    most competent employees. It’s great if a company has financial opportunities
    to sponsor a trip to an international event – such practices hugely contribute
    to the company’s reputation among clients, partners, and potential employees.

    New learning material. You can provide
    successful learners with in-depth courses or find them a mentor. The only thing
    to remember here is that these new opportunities should be seen as an upgrade,
    compared to the possibilities, provided before.

    More responsibility. For competitive and
    driven Millennials, it’s important when employers put their trust in them and
    increase their work competences. In addition to that, you should reflect on
    these changes in monetary bonuses so that each team member will feel
    appreciated and valued.

    It’s important to always think one step
    forward. Don’t strive to offer your employees the best possible learning
    experience right away, instead, take some time to provide accessible solutions,
    and offer upgraded opportunities to the most interested individuals.

    Source: Towards Maturity Report On Corporate Education

    With learning software, managing these
    education opportunities is much easier, since you always have clear statistics
    and flexible filters.

    The bottom line

    Learning software provides companies with
    access to detailed plans, pre-made learning templates, interactive video,
    audio, and text platforms, and personalized curriculum. You will have a
    customized learning platform that fits your companies’ needs and takes the
    personal differences of your employees into account.

    Implementing continuous learning in the
    workplace requires a systematic approach above all. You need to have a clear
    strategy in mind and understand the end goals. All skills and knowledge should
    fall into a single framework and support the company’s vision and values. With
    learning software, not only can you organize all learning materials,
    statistics, and suggestions into a single platform, but also you will know
    exactly what your team accomplished.

    The post Top 5 ways to improve employee training with learning software appeared first on HR Morning.

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    AUTHOR: // CATEGORY: Featured, Referrals

    Consistently, the top source for producing high-performing hires is an organization’s employee-referral program. Unfortunately, because most current programs were designed years ago based on a 20th-century ERP model, there is a high probability that your stale program is a prime contributing factor to your organization’s current talent and skills shortage. Its design flaws are likely to be costing even medium-size firms millions of dollars.

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    AUTHOR: // CATEGORY: Featured, recruiting

    Recruiting recruiters is not an easy task. It’s actually one of the most challenging types of specializations to recruit for. Think about it: You are recruiting someone who is typically in your shoes, a process that can be disorienting for you and for candidates.

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