MY PERSONAL PROFILE

RECRUITMENT

attracting, screening, selecting, and onboarding

VIRTUAL TEAMS

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

TRAINING

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

COMMUNITY BUILDING

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

DIGITAL TOOLS & TECHNOLOGIES

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

HELLO, I AM UTE GASS


THANK YOU FOR VISITING MY WEBSITE.CONTACT ME IF YOU NEED MY SKILLS!

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

  • EDUCATION

    WHAT I HAVE LEARNED

    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….
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  • EXPERIENCE

    WHERE I HAVE WORKED

    Facebook Marketing Expert
    Convergys/Concentrix
    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…

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  • SKILLS

    WHAT I AM GOOD AT

    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…
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  • INTERESTS

    WHAT FASCINATES ME.

    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 :-)…
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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

  • EEOC REMINDS EMPLOYERS ON RACIAL BIAS

    AUTHOR: // CATEGORY: Uncategorized

    EEOC Chair Janet Dhillon issued a reminder to employers to be vigilant for instances of discrimination in the workplace on the basis of national origin or race.

    Dhillon said in a news release, “Crises like the COVID-19 pandemic can bring out the best and worst in people. We have seen many examples of people rising to the occasion, helping others in need, sometimes at great risk or sacrifice to themselves.  Sadly, there have also been reports of mistreatment and harassment of Asian Americans and other people of Asian descent.”

    And in the workplace, she said, such discrimination is illegal. The commission is committed to enforcing anti-discrimination laws.

    The EEOC chair urged employers and employees “to be mindful of instances of harassment, intimidation, or discrimination in the workplace and to take action to prevent or correct this behavior.”

    The President has recently changed his own racially-charged descriptions of the coronavirus after warnings of anti-Asian incidents and complaints from lawmakers, advocates and the Chinese government.

    Additional information about national origin and race discrimination can be found at the EEOC website:

    • National Origin Discrimination
    • Race Discrimination

    The post EEOC reminds employers on racial bias appeared first on HR Morning.

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  • EEOC OKS ASKING EMPLOYEES, CANDIDATES ABOUT COVID-19 SYMPTOMS

    AUTHOR: // CATEGORY: Uncategorized

    During the COVID-19 global pandemic, employers are permitted to check employees and job candidates for fevers, the EEOC said in recent guidance.

    Employers may ask if employees and candidates are experiencing any other symptoms of COVID-19 as well.

    Send symptomatic workers home

    Typically, requiring a body temperature check would be
    considered a medical exam and is forbidden under the ADA. However, during this
    pandemic, the EEOC is making an exception.

    Employers may also require any employees or candidates exhibiting COVD-19 symptoms to stay at home. It’s important that the names of those affected remain confidential.

    It’s also crucial to note that if you ask one candidate
    about symptoms, you must ask all of them, or it could be considered
    discriminatory. Employers may also delay the start date of any new hires
    displaying symptoms.

    The post EEOC OKs asking employees, candidates about COVID-19 symptoms appeared first on HR Morning.

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  • THE DAY AFTER: WHAT WILL RECRUITING LOOK LIKE?

    AUTHOR: // CATEGORY: Featured, Uncategorized

    To state the obvious, we’re in uncharted territory, my friends. Every day hour brings new announcements and changes from every level of government as we all scramble just to stay in place. Those of us in talent acquisition and HR (and the partners and vendors who support us) are sitting smack-dab in the middle. All of us are simultaneously taking care of our companies, our people, our communities, our families…and ourselves. 

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  • COVID-19 WILL CREATE DEMAND FOR (AND SHORTAGE OF) MANUFACTURING JOBS

    AUTHOR: // CATEGORY: economy, Featured, Labor Market

    In just a few weeks, the coronavirus has come to dominate the news, crash the stock market, and bring us to the verge of a recession. The pullback in economic activity will slow the pace of hiring in the immediate future, but looking further out, the crisis is likely to reshape the recruiting landscape as employers and governments respond to problems and redefine how and where work gets done.

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  • HR SELF-CARE: THE NEW NORM IN THE AGE OF COVID-19

    AUTHOR: // CATEGORY: Uncategorized

    During these challenging times, it’s important that HR leaders remain physically and mentally healthy, and yet, they are the first ones to forget to add themselves into the equation of corporate and personal wellness.

    By better maintaining their health through self-care strategies, and by building support, HR leaders can more effectively develop the overall wellness that they are striving for.

    HR leaders face a variety of challenges throughout the day. Some of these are daily tasks common to most employees at every level within the company – from getting up in the morning, commuting to work, caring for children and/or elderly parents, to time demands, technology demands and balancing work and a personal life.

    However, HR leaders face the additional
    challenges associated with managing constant uncertainty, attracting and
    engaging talented staff, handling the bombardment of information from various
    levels, and maintaining a strong health and benefits program.

    Bill Wilkerson, CEO of the Global Business and Economic Roundtable on Addiction and Mental Health, identified the following as the top ten sources of workplace stress.

    These make HR self-care a priority

    The treadmill syndrome – Often, HR leaders have too much to do, too many responsibilities, and feel that they should be even more productive. Learning to delegate appropriately, prioritizing and being more realistic about what they can and should be achieving, can help to tackle this syndrome.

    Random interruptions – Telephone calls, walk-in visitors, and ‘emergencies’ from the teams that they support. Goal setting, time management and assertiveness strategies can increase productivity, and alleviate the stress of incomplete projects.

    Pervasive uncertainty – An HR leader has to have the emotional capacity to tolerate
    uncertainty and frustration. Their coping strategies through this uncertainty
    will allow them to be able to raise tough questions without getting anxious
    themself. Others will observe their verbal and non-verbal cues, and this will
    impact the rest of their team’s ability to effectively cope.

    Mistrust, unfairness, unresolved
    conflict and vicious office politics
     –
    Addressing these situations head on through effective communication and
    conflict management skills, rather than avoiding them, is the only way to
    guarantee that these issues will not continue to poison them or their
    workplace.

    No sense of clear direction within the
    company
     – When there is a sense of little
    direction in the company, an HR leader must work to bring the vision into clear
    focus.

    Career and job ambiguity – Effective HR leaders tie what they do on a day-to-day basis
    to the vision and mission of the company.

    No feedback – This prevents HR leaders from knowing how they are doing and whether they are meeting corporate expectations. A 360-degree feedback process can help HR leaders identify any gaps between perception (what they think) and behaviour (what their team sees).

    No appreciation – HR leaders are expected to give appreciation and are often not the recipients. Dr. Clifton and The Gallup Organization discovered that 65% of employees received no recognition in their workplace in the last year. However, we know that regular recognition and praise increase workplace engagement, productivity, safety, retention, and customer satisfaction.

    Lack of communication – Mixed or incomplete messages can lead to critical mistakes in problem solving. While problem solving, the HR leader needs to ask who needs to learn what in order to develop, understand, commit to and implement the strategy. The HR leader needs to listen to others to raise questions that may indicate an impending challenge.

    HR leaders get caught up in the situations that are stressful and often forget about the simple techniques that can be used to restore their body’s natural rhythm and decrease the negative effects that stress can have on them.

    Practicing these quick tips, below, can ensure their health and wellness. The great thing about them is that they are fast and simple.

    Breathing

    Air is the primary ‘food’ of our body. Rapid, shallow breathing is a common involuntary reaction to stress and is part of our innate stress response. This shallow breathing causes us to feel tired and foggy headed. Deep breathing interrupts this stress response and can be a powerful means of recharging oneself and regaining a more natural rhythm. It can relieve headaches, relax shoulders, stop racing thoughts, increase energy and turn restlessness into calmness.

    Desk-ercise

    Tense muscles cause blood to be squeezed out of the body tissue resulting in oxygen and nutrient depletion. This can cause pain and even a lack of concentration. Deskercises or self-massage can be helpful in releasing tension and restoring the flow of blood. Deskercises can relax neck and shoulder muscles, increase focus for problem solving, and can revitalize energy.

    Some quick examples: Neck rolls, shoulder shrugs, stomach squeezes, hip twisters, wrist curls, quarter squats, and hand massage. Focus on particularly tense muscles or create a whole-body stretching routine.

    Nutrition, water, light

    During high stress times we often
    compromise or completely forget about eating, drinking and getting outside.
    Taking lunch, drinking a glass of water, or going outside for a stretch break
    are simple and necessary techniques that provide essential energy and can
    restore rhythm.

    Safe space – beauty, sound, aroma

    The space in which we work can have a
    profound effect on our mood, energy and comfort. It is a benefit to create a
    space that feels, sounds and smells great and to take a few moments after a
    stressful situation to become involved in the quiet of one’s surroundings.

    Fun

    An HR leader’s mood and behaviours drive
    the moods and behaviours of everyone else – “Smile and the World Smiles With
    You”. Moods are contagious – laughter is the most contagious of emotions and
    depression can have a definite negative impact on the work group.

    An HR leader’s emotional maturity affects their performance and creates a certain culture or work environment. It creates climates where information sharing, trust, healthy risk taking and learning flourish.

    Leaders can make sure that they are in an optimistic, authentic and high-energy mood, which will positively affect their own behavior, and the mood and behavior or those around them.

    Though HR leaders frequently forget to add
    themselves into the equation of corporate and personal wellness, there are a
    variety of strategies that can assist them in remaining physically and mentally
    healthy.

    Self-care in these chaotic and challenging
    times must be the new norm. HR leaders need to address their unique challenges,
    maintain their health through quick stress busters, and build support and
    connectedness in their personal and professional lives.

    The post HR self-care: The new norm in the age of COVID-19 appeared first on HR Morning.

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  • KNOW YOUR PURPOSE. DON’T WEAPONIZE IT.

    AUTHOR: // CATEGORY: ERE Spring 2020 Conference, Featured, recruiting, talent acquisition

    Editor’s Note: This article is part of a series highlighting speakers at the upcoming ERE Digital event. Click here to view other articles in the series.

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  • 5 WAYS THE COVID-19 CRISIS WILL TRANSFORM HR’S ROLE

    AUTHOR: // CATEGORY: Uncategorized

    Human Resources is at the front lines of employers’ response
    to the COVID-19 crisis.

    The crisis is forcing almost every business to immediately develop,
    adapt or improve remote work policies and procedures.

    As HR pros struggle to keep employees safe and informed, it
    helps to think about what changes will be more permanent and how you’ll guide
    employees and organizational leadership through those changes.

    Here are 5 effects that you’ll likely be dealing with long after things return to “normal.”

    Remote work will be a permanent feature for more organizations.

    And that is a good thing, because, in addition to workers moving to remote temporarily as we weather this crisis, many will continue working remotely at least part of the time after businesses re-open their doors.

    Luckily, for most employers, the technology and communications infrastructure needed for successful remote work are available to employees.

    But HR needs to start now, collaborating closely with Finance, IT and other departments to develop and implement new rules. Among the questions that need to be addressed:

    • How will managers translate existing work rules, meeting schedules and communications strategies to the new reality?
    • Who will pay for remote workers’ connectivity and any required equipment, like printers, monitors, headset, etc.?
    • How will you recover them if someone quits or is fired?
    • How must job descriptions change to accommodate part- or full-time remote work?
    • How will you monitor and enforce attendance?
    • What HR functions must adapt – talent acquisition and development, discipline, benefits and compensation all introduce their own challenges in a remote work environment.

    And in the meantime, HR’s role in monitoring and maintaining morale becomes even more crucial.

    It is a good idea to create a formal process for checking in with remote employees to ask how they are dealing with the added stress during the crisis – and to keep on top of any issues after things return to a new normal.

    Are they are staying in touch with their colleagues and manager? Do they need anything to help stay productive? Are they aware of available emotional health resources and how to access them?

    It will also become clear over the coming weeks what jobs cannot be done effectively offsite. You’ll need to start on contingency plans and work policies for those, as well.

    Nurturing culture gets more challenging in dispersed workplaces

    Workers and business leaders tell researchers they believe a strong and well-defined organizational culture is critical to long-term success.

    It sets the organization’s identity, helps form its mission and gives employees at all levels a sense of identity and purpose in their work.

    But culture is also vulnerable in times of crisis when decisions are being made on the fly and financial survival takes priority over almost everything else.

    Unfortunately, culture is also impossible to automate – there is no technology solution that can preserve and enhance organizational culture.

    Employee engagement, constant communication and demonstrated commitment to your culture by leadership are the only tools that will work.

    And workers will detect lip service even when they’re working remotely and will remember it after the crisis passes.

    It is hard to put culture at the top of HR’s priority list while you are putting out fires every day. But, if anything, culture is even more important now and can hold your organization together over the long term.

    Talent acquisition and retention remains critical

    With the dire economic impacts of the COVID-19 pandemic becoming clearer by the moment, companies and whole industries are laying off workers and freezing hiring.

    That may require greater reliance on contractors and temp workers in the early stages of the eventual recovery. But companies’ reputations among the candidates you’ll need longer term will depend on how they are treated during this crisis.

    That may mean hiring some employees back as 1099 contractors in the short term or helping them sign on with temp agencies.

    Even in the midst of this uncertainty and turmoil, however, it’s a good idea to keep your talent pipeline full and maintain contact with prospective rehires and new hires.

    Engaging a remote workforce

    Keeping employees engaged, enthused and productive is one of HR’s most valuable roles and, often, one of your team’s superpowers.

    And research makes it clear that employees who feel that their physical and emotional wellbeing is a real priority for the organizations they work for are more engaged.

    That translates into real money.

    Two decades of Gallup research shows that highly engaged teams:

    • produce substantially better outcomes
    • treat customers better and attract new ones
    • are more likely to remain with their organization than those who are less engaged

    Engaged employees are also healthier, Gallup reports, and less likely to experience burnout.

    You can show workers at home you are committed to their wellbeing by adjusting benefits.

    A great immediate step is to reduce or eliminate copays for telehealth visits. If you don’t already include mental health consultations as part of your telehealth plan, add it now.

    And, with financial stress impacting almost every employee, it is a good time to investigate options like daily pay, subsidized loans, and free access to financial education webinars.

    Loyalty to your workers amid unprecedented stress and confusion will come back to you through their ongoing loyalty and dedication to your mission.

    Accommodation and compliance

    With the number of people working remotely exploding, employers face new policy issues and, potentially, very real employment law concerns.

    Potential compliance issues include:

    • Permitted employer actions under the ADA, FMLA, Title VII and other federal and state statutes and regulations
    • The important ADA concepts of “disability-related inquiries,” “medical examinations,” “direct threat,” “undue hardship, and other similar terms
    • Leave policies and FMLA requirements
    • Acceptable teleworking arrangements to protect employees

    You’ll need to keep track of all the new requirements in new laws coming out of congress, including the Families First Coronavirus Response Act that takes effect on or by April 2, 2020.

    Taking effective action requires leaders to conduct advanced planning and make strategic management decisions, all of which will rely heavily on the advice and insight only HR can provide.

    Additional resources

    Coronavirus (COVID-19) Resources for HR Professionals. Keeping yourself and your team educated and informed during times of uncertainty is important. To help, we’ve compiled the need-to-know resources regarding coronavirus (COVID-19) – how to keep yourself and your team safe, managing remote employees, and more.

    Coronavirus & Remote Work: Pivoting from Bricks to Clicks, on Monday, March 30 at 1 PM. Join internationally-recognized business consultant Michelle Coussens to get tools and information to help your organization make the leap from having employees work in the office to working remotely from home – while minimizing downtime and anxiety and maximizing productivity.

    Coronavirus & Influenza: Obligations Under FMLA, ADA, Title VII & More, on Tuesday, March 31 at 1 PM. Please join Dr. Jim Castagnera, labor and employment attorney as he explains what employee-related actions the ADA, FMLA, and other relevant federal regulations permit employers to take before, during, and in the aftermath of an outbreak.

    Coronavirus in the Workplace: Employers’ Duty to Protect Employees, available on demand. Join Adele L. Abrams, Esq., a nationally recognized authority on Occupational Safety and Health law for this 60-minute program explaining what OSHA requires from employers, and steps you can take to protect workers.

    The post 5 ways the COVID-19 crisis will transform HR’s role appeared first on HR Morning.

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  • WANT TO ACHIEVE GENDER BALANCE? STOP FOCUSING SOLELY ON GENDER. 

    AUTHOR: // CATEGORY: diversity, Featured, Screening & Assessment

    Unilever recently reported that it reached gender balance in its management ranks. Half of the company’s 14,000 managers worldwide are female (up from 38% only five years ago). This is particularly striking because the organization has more managers than most companies have employees. 

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  • THE FAMILIES FIRST CORONAVIRUS RESPONSE ACT: WHAT YOU NEED TO KNOW

    AUTHOR: // CATEGORY: Uncategorized

    In an effort to provide
    employees paid family and medical leave and paid sick leave in response to the
    COVID-19 pandemic, Congress recently passed The Families First Coronavirus
    Response Act (the Act). The Act will take effect on or by April 2, 2020.

    The new law creates two new
    emergency leave benefits for eligible employees: (1) emergency paid family and
    medical leave and (2) emergency paid sick leave. It generally applies to
    employers with fewer than 500 employees, with some exceptions discussed below.

    Key provisions of the Act
    that will impact employers are summarized here:

    Up to 12 weeks of Emergency
    Family Medical Leave
    (EFML) is available to employees who have been
    employed a minimum of 30 days and who are unable to work (or telework) because
    they need to care for their child whose school is closed, or whose childcare
    provider is unavailable because of a public health emergency
    . Additionally,
    the Act provides that:

    • The first ten (10) days of EFML is unpaid, but employees may elect to substitute any of the employer’s other paid leave benefits during this period, e.g., paid vacation leave.
    • After the initial unpaid ten (10) day period, employers must pay employees at least two-thirds of their regular compensation, up to a maximum of $200 per day or $10,000 in the aggregate.
    • The FMLA’s job protections apply to EFML, but there is an exemption for employers with fewer than 25 employees, where the employee’s position is eliminated because of economic slowdowns related to the declaration of a public health emergency and the employer attempts to restore the employee’s employment within a year.
    • The Secretary of Labor is permitted to exempt employers with fewer than 50 employees from the EFML requirements if the Act’s requirements would “jeopardize the viability of the business as a going concern.” We are closely monitoring the Department of Labor for announcements about possible exemptions for small employers.

    Emergency Paid Sick Leave (EPSL) is available to all
    employees for immediate use, regardless of their length of employment.
    Employees may take EPSL for the following reasons:

    • The employee is subject to a federal, state, or local quarantine or isolation order due to COVID-19;
    • The employee has been advised by a healthcare provider to self-quarantine because of concerns related to COVID-19;
    • The employee is experiencing symptoms of COVID-19 and seeking a medical diagnosis;
    • The employee is caring for an individual who is quarantined or advised by a healthcare provider to self-quarantine;
    • The employee is caring for a son or daughter if the school or place of care for the child has been closed, or the child car provider is unavailable, because of COVID-19 precautions;
    • The employee is experiencing any other, substantially similar condition, as specified by the Secretary of Health and Human Services in consultation with the Secretary of the Treasury and the Secretary of Labor.

    Other aspects of EPSL
    include:

    • Full-time employees are entitled to 80 hours of EPSL, and part-time employees are entitled to EPSL in the amount equal to the average amount of hours they work over a two-week period.
    • There is no carryover of EPSL into the following calendar year, and employers are not required to pay out unused leave upon an employee’s separation from employment.
    • Employers must pay EPSL to employees in addition to any other leave benefits the employer offers, and employers may not require employees to use any other leave before using EPSL.
    • If an employee uses EPSL to care for himself or herself for reasons (i)-(iii) listed above, employers must pay the employee his or her regular compensation, up to a maximum of $511 per day or $5,110 in the aggregate.
    • If an employee uses EPSL to care for a family member or for reasons (iv)-(vi) listed above, employers must pay the employee either two-thirds of his or her regular compensation or the minimum wage, whichever amount is greater. Employers must only pay up to a maximum of $200 per day or $2,000 in the aggregate.
    • Employers must post a notice about leave entitlements in a conspicuous location within the job site; the Department of Labor is expected to publish a model notice for positing on or before March 25, 2020.
    • The Secretary of Labor is permitted to exempt employers with fewer than 50 employees from the EPSL requirements if the Act’s requirements would “jeopardize the viability of the business as a going concern.”  We are closely monitoring the Department of Labor for announcements about possible exemptions for small employers.

    The Act provides employers
    some financial relief in the form of tax credits on a dollar-for-dollar basis
    for EFML or EPSL payments to employees, subject to certain caps.

    In addition to the Act, many
    state and local jurisdictions are considering legislation that may supplement
    the Act’s leave benefits in response to COVID-19. Employers should confer with
    counsel about how state and local laws may augment the leave to which their
    employees are entitled.

    For some answers to commonly
    asked questions regarding how to communicate with staff about COVID-19
    challenges, click here.

    For additional information
    regarding COVID-19 legal issues, please visit Venable’s COVID-19
    legal resources page.

    The post The Families First Coronavirus Response Act: What you need to know appeared first on HR Morning.

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  • LOOKING FOR A JOB HAS CHANGED FOREVER — AND HERE’S WHY

    AUTHOR: // CATEGORY: Featured, Hiring Process

    Editor’s Note: For over two decades, John Sullivan has been a consistent contributor to ERE.net. Throughout his 1,024 articles (wow, right?), he has explored trends, challenged conventions, and offered solid advice. Never afraid to call out the profession for its shortcomings, John has been no stranger to controversial positions. Yet at the same time, he’s been one of talent acquisition’s greatest champions.

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