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: diversity, Hiring Discrimination

    There’s an uncomfortable reality haunting us: we continue to live in a society where people are frequently discriminated against based on their sexual orientation or gender identity. This discrimination as it turns out, often occurs in the workplace.

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    AUTHOR: // CATEGORY: Uncategorized

    Instead of a guest this podcast, I’ll be expounding on what I see coming for the next year, including:

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    AUTHOR: // CATEGORY: Uncategorized

    Before I started my own business, I
    had a really good job, but it wasn’t enough. I was an administrative/executive,
    had supportive co-workers, a comfortable workload and salary, consistently recognized
    for my work, selected and participated in leadership development programs, and
    I could literally walk to work.

    However, it was missing something. I didn’t feel fulfillment in my work, or that my work was meaningful. So I started to feel stuck, and became disengaged. In the process I started looking for meaning outside of the organization, and eventually searched myself out entirely.

    Like many other employees in this
    self-actualized modern work era I’ve been told by past teachers, career
    counselors, and every self-help guru that I should find meaning through my job.

    My mantra for most of my
    professional career was “your work should be fulfilling and if it isn’t then
    it’s not where you should work.” This concept of finding meaning at work, and
    the lack of information and misunderstanding of it, led me and probably
    countless others to leave a job and an organization that was probably a really
    good fit.

    The idea that my work should “give” me meaning, as if it’s responsible for how I feel, is incredibly misleading. Emotions are internal, self-made. I’m responsible for the emotions I feel, not my boss, and especially not my employer. No talent management strategy is going to make me feel a certain way if I don’t personally believe it.

    Engaging employees

    My experiences are not unique and represent a common and costly problem for organizations in today’s modern workforce. Employees are searching for meaningful work and feel that meaning is something they can find, or something an employer can give them.

    Once an employee fails to find
    meaning or something happens to “take it away,” they become disengaged and an
    extremely expensive issue to an organization. An actively disengaged employee
    avoids doing work, negatively impacts the environment and other employees, and
    eventually will either quit of need to be fired, which then the employer has to
    bear the cost of hiring and training a replacement.

    These all-to-common consequences
    occur because employees are operating under the wrong definition and perception
    of meaningful work.

    So that brings up a very important question and the main purpose of this article, how can today’s organizations retain and engage with their employees that are seeking fulfillment from their job?

    When I wasn’t working for my last employer, I stumbled across the field of job crafting, the science of altering aspects of a job to fit the personal needs of an employee. The goal of job crafting is to increase employee engagement and job satisfaction through personal accountability.

    Fulfillment through job crafting

    Job crafting empowers an employee to create meaning instead of hoping to be given it from an outside source. As a mid-level to senior level employee I never realized that I had the power to alter and perceive my job in a way that would have made me happier at work. I could have had a say in the actual work that I did every day, how I worked, who I worked with, and through a positive reframe, cultivated meaning from every aspect of my job.

    No one ever told me that, and
    despite all the effort my organization invested in retaining me, I left because
    of it. I needed my employer to tell me I was in control, and to prove to me
    that I was in control.

    Employees, not the employer, are
    ultimately responsible for cultivating and finding meaning in the work that
    they do. Too often employees think the answer to finding meaning is in a
    different job.

    The employee quits or “forces” their
    employer to fire them, then find’s a new job. It becomes a vicious cycle. The
    constant search to be “given meaning” by an employer and a specific job can
    only end in disappointment because meaning cannot be given.

    Meaning is always crafted by the
    individual employee. An employer can create an opportunity for an employee to
    find meaning, but an employer cannot give an employee meaning.

    Despite the employee’s
    responsibility and ownership of finding meaning for themselves, the brunt of
    the consequences when the employee doesn’t find meaning fall on the employer.
    The cost of turnover to an organization, especially of leaders and future
    leaders is too great to be ignored.

    Thus, it is the responsibility of an
    employer to teach and empower their employees to craft their job in a way that
    is more meaningful to them and expose them to useful definitions and strategies
    on cultivating meaning in their current role.

    An organization’s greatest retention
    strategy is empowering and educating its employees on taking responsibility for
    their own levels of happiness at work. The only thing an employer can actually
    give their employees is the power to craft a job they can love from a job they already

    The post The key to engaging employees who seek fulfillment through work appeared first on HR Morning.

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    AUTHOR: // CATEGORY: Uncategorized

    In a study by the Association for Talent Development (ATD), 71 percent of HR professionals said their company conducts sexual harassment prevention training. Meanwhile, 92 percent of U.S. adults believe changes need to be made to eliminate sexual harassment and assault in the workplace, with 44 percent saying better sexual harassment training is the key.

    So, while most organizations already have
    anti-harassment training programs in place, statistics show that they just
    aren’t cutting it.

    Clearly, we still have some work to do.

    Why sexual harassment training is broken

    Traditional sexual harassment training programs and
    policies are ineffective because they focus on the wrong issue. Aimed at
    reducing a company’s legal liability, most training now is centered on the compliance
    aspects of sexual harassment—not on changing the organization’s cultural

    But sexual harassment isn’t a problem rooted in
    compliance—it’s an issue rooted in the misuse and abuse of power. Having
    employees watch a 30-minute video on how to file a complaint if they experience
    sexual harassment isn’t going to stop harassment from happening in the first
    place. To do that, organizations need to cultivate a culture where inclusion,
    diversity and equity are valued and respected. Sexual harassment is a cultural
    problem and, as such, the training—from the methods to the content to the
    targeted outcomes—need to reflect that.

    So, how can HR and talent leaders make sexual
    harassment training more effective in creating a harassment-free culture?

    Improving the effectiveness of sexual harassment training

    Here are four actions you can take immediately to improve your sexual harassment training program, making it more adept at actually preventing and eliminating workplace harassment: 

    Expand the list of topics covered

    Sexual harassment training should be more than a one-hour course aimed at helping employees and managers identify sexual harassment. Since sexual harassment is a cultural issue, the curricula should also include training on topics like diversity, inclusion, and how bystanders can effectively speak up when they witness sexual harassment.

    Another important issue to educate employees on is unconscious bias. In order to effect change and curb harassment, it’s vital that employees recognize how the hidden biases we all carry can impact workplace decisions. White men, for example, are typically in more senior roles within an organization, given more promotions and higher salaries. In fact, of the CEOs who lead the companies on the Fortune 500 list, only 24 are women. But are men innately better leaders? Of course not! That’s unconscious bias at work. And by giving employees learning opportunities to understand and manage implicit biases and gender-based stereotypes, HR leaders can help create a more inclusive workplace culture.

    Incorporate informal and formal content

    We’ve all worked for companies
    whose sexual harassment training consisted of archaic videos filled with
    over-acted and slightly contrived scenarios. Giving employees access to engaging,
    informal learning content can be a great supplement to your formal training courses,
    helping you modernize your approach to learning. 

    Especially in the wake of the #MeToo and #TimesUp movements, there are a ton of great resources on the web. From podcasts to blogs to articles and TED Talks, incorporating informal learning resources into your sexual harassment training program can make learning more relevant and engaging. And with a talent development platform that supports informal learning, HR leaders can even add informal learning tasks directly into employees’ development plans.

    Deliver a personalized learning experience

    A comprehensive EEOC report on sexual harassment released in 2016 found that “Training is most effective when tailored to the specific workforce and workplace, and to different cohorts of employees.” To be effective, sexual harassment needs to be personalized, interactive and ongoing. Having a new hire watch a standard video or sign off on a written policy as part of the onboarding process isn’t enough to impact cultural dynamics.

    The issues an entry-level employee may face are different than that which a senior manager may experience. And the issues in financial services firms aren’t the same as those found in retail environments. Custom learning paths available to employees within a learning management system (LMS)—with content that is tailored to the organization’s specific industry, as well as each employee’s job role and function—allow HR leaders to make training more applicable and relatable. And by making sexual harassment training an ongoing process—rather than a new hire “check-box” exercise—an organization can demonstrate its top-down commitment to creating a harassment-free workplace.

    Close the gap between learning and performance

    In too many
    organizations, learning and performance are still treated as standalone
    disciplines. But connecting sexual harassment training to your performance
    management processes will help instill the company’s values and expectations in
    the daily behaviors and habits of employees. Tying learning activities to
    performance appraisals also gives HR and managers visibility into coaching and
    development opportunities.

    Employees should be
    reviewed by managers, peers and direct reports on behavior-based competencies,
    such as their ability to handle conflict and how equitably they treat others.
    If an employee is found to be lacking in any of these competencies, HR or their
    manager can assign specific, targeted learning activities in a talent
    development platform to help coach and develop the employee. And unless an
    employee exhibits a high degree of competence within these fundamental areas,
    they should not be eligible for a promotion within the organization.

    The Future of Sexual
    Harassment Prevention Training

    It’s hard to
    believe less than 40 years ago sexual harassment wasn’t even illegal; it
    was only in 1980 that the EEOC first formally defined sexual harassment. And we
    as a country have come a long way since then from a legal perspective.

    Nearly all
    organizations have some sort of sexual harassment prevention training and
    several states even require mandatory training. In California, for example, all
    organizations with five or more employees or contractors must provide sexual
    harassment training to all employees by January 1, 2020.

    And while these
    legal standards are absolutely critical to creating a foundation for inclusion
    and diversity, HR leaders now need to take the next step. We need to be change
    leaders, driving a shift in the attitudes, behaviors and values that contribute
    to an environment that allows harassment to occur. By elevating our sexual
    harassment training programs—and increasing our focus on culture, not
    compliance—we can make training more engaging, relevant and, ultimately, more

    The post 4 Ways to Create Effective Sexual Harassment Training appeared first on HR Morning.

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    AUTHOR: // CATEGORY: branding, Featured

    I know what you are thinking. I am thinking it too. Not another employer branding article.

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    AUTHOR: // CATEGORY: corporate recruiting, Recruiting training

    I just spent a day in training. It didn’t have anything to do with recruiting. It actually was product and process training for a new sales guy I recruited. You might ask why I would spend nine of my valuable recruiting hours learning about products and processes for salespeople.

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    AUTHOR: // CATEGORY: Direct Sourcing, Featured, poaching

    Access to this article is limited to fierce competitors 

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    AUTHOR: // CATEGORY: disability

    Every year we hear about how a diverse workforce is critical to the success of an organization.

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    AUTHOR: // CATEGORY: Pay and Benefits

    Are wellness programs or health risk assessments enough to help employees get healthier, or should more companies hire a health coach to drive participation and achieve company goals?

    More and more companies are experimenting with hiring health coaches to encourage engagement in wellness programs. This also helps employees stay on track with their health goals.

    And it’ll save your company money too. Employees who work with health coaches gain 70% less weight. They also save employers, on average, $586 a year, according to a Health Fitness study.

    10% reduction in health risks

    At the Wisconsin Department of Employee Trust Funds, employees meet about once a month with a health coach. This ensures they’re on track to meet their goals.

    Since 2017, participation rates more than doubled and there’s been a 10% reduction in health risks.

    Another employer, Reliance Steel and Aluminum in Los Angeles, chose to hire a health coach through wellness program provider Staywell in 2016.

    “Those who participate in the program have a higher rate of success, versus participants in the program who don’t participate,” says Reliance’s wellness director.

    “Health coaches engage employees and meet them where they are so they are more successful at making healthy behavior changes,” says Melissa Dupuis, director of wellness, Wellable.

    According to Dupuis, a coach will help to:

    • increase productivity, lower presenteeism (by encouraging workers to talk about problems and creating an action plan for healthy behaviors)
    • decrease stress (by helping to identify stressors, find solutions), and
    • promote healthy behaviors (by quickly identifying unhealthy behaviors and focusing on them one at a time).

    On average, a health coach can cost $140-$165 per employee, according to wellness provider WellSteps.

    The post Why hire a health coach? It cuts costs, keeps employees healthy appeared first on HR Morning.

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    AUTHOR: // CATEGORY: Uncategorized

    A wrongful
    termination claim can be filed in a court of law if an employee believes he or
    she has been ‘illegally’ fired from the job. Such claims result from an alleged
    violation of federal or state anti-discrimination laws, employment contracts or
    labor laws, including whistle-blower laws.

    A wrongful termination claim can also be filed when an employee believes the termination was due to sexual harassment or in retaliation to a complaint or workers’ compensation claim.

    All of this seems
    pretty straightforward – wrongful always means unfair – right?

    Not in the legal
    sense, no.

    Sure, it can be
    frustrating for an employee to find himself out of a job for no valid reason. In
    many cases, it may boil down to a mere difference of opinion in how the employee
    perceives their own work abilities and how an employer measures job

    But, a termination is only “wrongful” when it is wrong in the legal sense of the word.

    There are a large
    number of myths and misconceptions concerning “wrongful termination.”

    Here are the top seven myths about wrongful termination many employees hold.

    Myth #1: Any
    termination that seems unreasonable amounts to wrongful termination.

    If you were hired on an at-will basis in a state like California where the prevailing legal principle is “employment at will,” you can be fired at any point in time. The employer can do so for any reason or no reason at all. Harsh as that may sound, the employer can even fire you for chewing gum or for using the smartphone during work hours.

    Unless there’s an
    employment contract signed between you and the employer, you can practically be
    fired for any reason whatsoever. If the employment contract requires a cause
    for termination and the fired employee is not given one, he or she may file a
    wrongful termination claim.

    But it is not true
    that federal and state employment laws such as anti-discrimination are not
    applicable in at-will states. If an employee is fired for unlawful reasons such
    as discrimination, the employer can be held liable.

    Myth #2: I can be
    legally fired for publicly admitting I voted for a certain candidate.

    It doesn’t matter which presidential candidate you voted for. You have the liberty of expressing your political inclinations in the workplace. But, this is only true if you work in one of the four states, namely California, Connecticut, South Carolina, and Louisiana. These four states have statutes that protect an employee’s right to freely express political views.

    Several other states
    also offer certain legal protections to citizens for attending political
    rallies or endorsing politicians but you’ll need to speak with an employment
    law attorney to know if your case qualifies for a possible wrongful termination

    Myth #3: Workplace
    discrimination laws are only for minorities and women.

    Every person with a unique gender, race, religion, natural origin, citizenship status, marital status or medical history has the right to be protected under workplace discrimination laws. That’s pretty much everybody!

    Anyone can be discriminated against at the workplace regardless of whether they are males or females or are considered a minority.

    Therefore, anyone
    fired due to their race, disability, medical condition, religion, sexual
    orientation, etc. can file a wrongful termination claim.

    Myth #4: It isn’t
    possible to establish I was fired in retaliation for speaking against an
    illegal practice at the workplace.

    It may be possible to prove that you were fired in retaliation for exposing an illegal activity going on at the workplace. For instance, in July 2018, a former banker sued the Wells Fargo bank, claiming wrongful termination.

    Federal and state
    laws in several states protect whistleblowers against retaliation. Employers
    cannot punish their employees for reporting wrongdoings or illegal activities
    within an organization.

    Myth #5: If I quit, I
    cannot sue my employer.

    It is a common
    misconception that if an employee quits, they cannot file a wrongful
    termination lawsuit. There are occasions when an employee finds the work
    environment too hostile, intolerable or dangerous to continue working for an
    organization. The only choice they’re left with is to quit.

    In such cases, an
    employee can still sue the employer. Even if the employee has been coerced into
    submitting a resignation, they may file a wrongful termination claim.

    Myth #6: All
    employees over a certain age are protected by the employment law.

    Age discrimination is common in the workplace. But you may be wrong to assume that if you’re older than 40 years, you’re automatically protected by the Age Discrimination in Employment Act (ADEA) of 1967. The act only protects job applicants and employees who are eligible under a set of guidelines. Such employees include those who have a private employer who employs 20 or more workers for a minimum of 20 weeks in a year.

    If you’re covered by
    the ADEA, you can sue the employer for discrimination based on age in
    termination, hiring, appraisal, and privileges.

    Myth #7: My employer
    will settle quickly because they care about their reputation.

    If the wrongful termination claim isn’t based on facts or backed by solid evidence, do not expect your employer to settle so easily.

    Publicity is hardly a concern for the lawyers hired by large scale companies. The incident usually won’t even find a mention in local newspapers unless you happen to be a public figure or celebrity.

    The post 7 things employees get wrong about ‘wrongful termination’ appeared first on HR Morning.

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