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: Featured, Wages, Pay, & Salary

    Job hunting isn’t what it used to be. Technology has transformed the process from painstakingly walking door-to-door handing out printed resumes to applying for positions with a simple click of the button. It’s only a matter of time before technology revamps the uncomfortable task of salary negotiation.

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    AUTHOR: // CATEGORY: Employment Law, Management

    Just when you thought you had a handle on how your company policies align with laws on medical marijuana, along comes CBD oil.

    Cannabidiol, or CBD, comes from either the marijuana plant or the hemp plant. Made available to consumers by the 2018 Farm Bill, which allows for production and sale of CBD products.

    CBD is advertised as an
    anti-convulsent, anti-diabetic and anti-psychotic, as well as an aid for pain
    relief, anxiety, depression and sleep.

    As a result, the market is booming for CBD products in oil form, vapors, beverages (e.g., coffee K-Cups) and infused edibles (chocolates and gummies).

    CBD is not psychoactive, so employees are generally not at risk of getting intoxicated or impaired with use. It can, however, show up on a drug test as marijuana. That’s where your workplace policies come in.

    The CBD rub

    CBD isn’t regulated by the FDA,
    although some states, like Texas and Georgia, are starting to legalize and
    regulate it. In most of the U.S., your employees don’t really know what they’re
    ingesting with CBD products.

    Furthermore, pure CBD oil won’t report a positive result for marijuana in a drug test because tests typically look for tetrahydrocannabinols (THC) levels that are too low to be detected in pure CBD.

    But some of these unregulated products
    that tout themselves as “THC-free” or “CBD pure” have been tested to have THC.

    That’s why CBD presents the same challenges to employers as medical marijuana, as indicated on JD Supra:

    •   Do job
    applicants know what’s in their CBD product?
    And what impact, if any, does
    the CBD use have on their employment?

    •   What if a worker gets a positive drug test result? Even if an employee presents you with a “CBD pure” product as proof, how will you know what really caused the positive result? Are they also using recreational marijuana or unknowingly using CBD spiked with THC?

    What to do

    Before taking action against CBD users, here are some guidelines when developing a CBD oil company policy:

    •   Consider
    revising policies to address CBD use.
    Employers in states with medical
    marijuana laws in place may have a duty to accommodate the underlying condition
    prompting CBD use.

    •   Train managers. They’ll need to know how to address situations where an employee defends a hot test by using CBD.

    Finally, in this evolving landscape,
    review the laws of your state, work with employment counsel and prepare to be
    flexible until more CBD rules and regs are in place.

    The post Developing a CBD oil policy? It gets complicated … appeared first on HR Morning.

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    AUTHOR: // CATEGORY: Featured, interviewing

    Yes, job interviews have been a tradition for well over a century. But we now live in a world where many new developments threaten the accuracy of interviews by transforming them into more like a version of liar’s poker. For example, candidates can now easily identify their likely interview questions and even the appropriate answers in advance, using the Internet. And, it is rare, for a candidate these days not to thoroughly practice their interviews over and over on their mobile phone camera. As a result, interview assessments are now often over prepared to the point that they are tainted, and they don’t accurately predict on-the-job success.

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    AUTHOR: // CATEGORY: Immigration

    For those not familiar with the H-1B, here I’ve got an overview, courtesy of a conversation with Martin Herrington, founder of a California RPO/recruiting agency.

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    AUTHOR: // CATEGORY: disability, Featured, interviewing, screening

    If you are familiar with the topic of autism and the workplace, you’ve likely noted that extensive time and energy is dedicated to the way in which an autistic job seeker can change their presentation style in effort to get hired. I was recently contacted by a job candidate on the autism spectrum who wrote:

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    AUTHOR: // CATEGORY: Discrimination & Harassment, Employment Law, Latest News & Views, Uncategorized

    “I’m Not Returning to Google After Maternity Leave, and Here is Why.” That was the subject line of a post alleging pregnancy discrimination and retaliation that went up on an internal Google message board for new and expectant mothers.

    The unnamed Google worker alleges that her manager actively retaliated against her after she told HR about the manager’s comments disparaging pregnant women. Thousands of her co-workers have since read the memo and it has been published by VICE.

    Angry messages and public shaming

    The employee says that, despite assurances from HR that she would not face any retaliation from her supervisor for reporting the pregnancy discrimination allegations, her manager began sending angry messages, ignoring her in meetings and humiliating her in front of her peers.

    The abusive interactions, she says, impacted her health and caused her to be concerned about her unborn baby.

    Joining a new team did not resolve the situation, she says.

    And, she says in the memo, after joinng the new group she was given fewer responsibilities and told not to take on more managerial duties or attend some management events until she returned from maternity leave.

    In the end, she says, she reported that she was being discriminated against because she was pregnant and HR launched an investigation.

    HR’s findings? Poor communication and inadvertent exclusion from management gatherings due to administrative errors. It did not find that the employee’s manager discriminated against her.

    HR also told her, she says, that there was no evidence she was discouraged from taking early leave when she developed complications with her pregnancy.

    Damage control

    The employee did not indicate whether she plans to sue Google under The Pregnancy Discrimination Act. But, if her allegations about hostile messages and unfair reductions in her responsibilities are backed up by internal communications records, Google could face a damaging court battle or an expensive settlement.

    Google released a statement after the VICE story came out, saying, “We prohibit retaliation in the workplace and publicly share our very clear policy. To make sure that no complaint raised goes unheard at Google, we give employees multiple channels to report concerns, including anonymously, and investigate all allegations of retaliation.”

    Reminder for other employers

    Any company as large and high-profile as Alphabet Inc.’s Google is going to have its share of employee complaints and HR missteps.

    But the Mountain View, CA-based tech behemoth has faced both complaints from many unhappy workers and an unusually public discussion of its response to those complaints.

    Google workers have sent all-hands emails on issues ranging from sexual harassment and retaliation, to racial and gender-based discrimination, to Pentagon contracts. And a steady stream of those internal messages has leaked out onto social media and gone viral.

    Regardless of how this allegation of pregnancy discrimination and retaliation plays out, it is yet another blow to Google’s reputation as an employer.

    And it’s another useful reminder that all employers need to be vigilant in training employees on compliance obligations and identifying, addressing, and rectifying instances of pregnancy and other discrimination at every level of their workforce.

    The post Google HR faces another PR disaster appeared first on HR Morning.

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    AUTHOR: // CATEGORY: Featured, future of HR, HR trends

    The world of work is shifting more rapidly than ever before. But while some trends are written about ad nauseum, other key trends may not receive the attention they deserve. We read about robots and work-from-anywhere and millennials as managers, not to mention skills-based hiring and all things “agile workforce.” We know tenure is trending down, “worktirement” is trending up, and that school curriculums are not keeping up with the ever-accelerating pace of technology. And in the U.S. on the doorstep is 10,000 Americans a day reaching retirement age — a demographic boom leading to a 20 percent senior population by 2035, the highest in history.

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    AUTHOR: // CATEGORY: Performance Managemnt, Rewards and Recognition

    Performance management processes and procedures have evolved
    at a blistering pace, perhaps faster than any other part of the Human Resources

    PM has transitioned from an industrial-age framework focused on maintaining consistent production schedules and quality to a flexible – and interconnected – tracking, coaching and talent development tool.

    Technology capabilities and limitations often drove process design in early PMS implementations.

    Organizations now require technology solutions that reflect their specific performance management framework and focus on the competencies that enable their unique strategy.

    Aligning performance management with organizational strategy

    To design an effective performance managemtn system, organizations need to understand how each job – and the career ladders or development paths for those jobs – feed into the organization’s strategic goals.

    That understanding provides the framework for how and how often performance assessment and guidance is conducted.

    It provides a way to assess performance not just in terms of “what have you done for me so far?” but also, “Where can we best use your talents and optimize your skills going forward?”

    Why is that so important?

    Effective and engaged employees share a couple of common characteristics, regardless of industry, job function, or seniority.

    They understand how their daily efforts make a difference in
    whether and how their organization achieves its strategic goals.

    Without that understanding, how can they to rate their own
    efforts and see where they should develop strengths and overcome limitations?

    An effective performance management solution provides the tools to answer that deceptively straightforward question for individual contributors, teams and organizations.

    And, like individual performance goals, a PM system design should flow from a clearly-defined strategy. Otherwise, those systems can limit, instead of advancing, that strategy.

    Asking the right questions

    Often, discussions about the need for performance management approach the topic at a tactical level.

    Indeed, many vendors’ websites suggest that customers look at tactical drivers when they are researching performance management tools.

    They suggest organizations ask themselves,” Why are we looking at investing in a new PMS?”

    • Compensation decision making?
    • Administrative support?
    • Developmental planning and guidance?
    • General performance measurement and reporting?

    For nearly every organization, the answer is, “Yes, all of that.”

    The good news is that there’s a growing ecosystem of performance management technology providers that support those core capabilities. And that’s fine as far as it goes.

    But that is also a problem. In the end, those are questions about the tool’s capabilities, not about the competencies required to implement your strategy.

    Strategy drives competencies, competencies drive PM

    Strategy is the expression of an organization’s mission,
    goals, objectives and interrelated action plans for achieving each of those

    Those are the factors that determine what competencies you need to build, maintain and nurture.

    Mapping strategy components onto various functions — product development, production, marketing, sales, management and administration and partnerships — helps define and prioritize the tasks that you ask each of your people to perform.

    Answering strategic performance management questions requires the customer, and solution provider, to understand how each job – and any associated development plans and career ladders – feed into the organization’s strategic goals.

    An understanding of the competencies needed to support your strategic aims provides a framework for defining jobs, assessing performance and guiding employee development.

    Shared understanding of why, what and how

    If each of your processes flow directly from strategy, you can trace everyone’s work (actions and behaviors) from task to outcome.

    That allows everyone to see how their work combines with everyone else’s to enable the organization’s strategic ambitions.

    When everyone shares a strategy-based understanding of job responsibilities and interdependencies, they are empowered to hold themselves, and each other, accountable for outcomes.

    They can see where changes and improvements in their jobs might better support strategy. And they can anticipate and participate in realizing those changes.

    Feedback and adjustment

    So, if everything flows from strategy, is this a one-way, top down process?

    No. Like any successful living organism, companies, government agencies, charitable foundations or any other group enterprise operate in an infinite series of feedback loops and adjustment mechanisms.

    Designing a performance management structure and selecting the tools that can best support that structure needs to be a similarly interactive process.

    PMS design needs to include ways to capture and consider input from all stakeholders ranging from senior executive management through to line managers, employees and unions and, in many cases, indirect input from end customers.

    Are you optimizing people or processes?

    When companies were measuring how many acceptable widgets came off production Line B, and knew they’d be making those widgets for the foreseeable future, performance was easier to assess and to manage.

    Employees weren’t expected to change tasks on the fly, if at all. Training requirements were well-defined and could focus on a few specific skills.

    Today, however, you need every employee ready to quickly learn new skills and perform new tasks to support an evolving strategy.

    Managers need visibility into how workers’ capabilities fit with their current jobs and insight into any talents and interests that would be valuable elsewhere.

    Workers need to see how their skills fit with current tasks and what new skills they can and should develop to climb their chosen career ladder.

    That means both managers and workers need a holistic view of current and future competency requirements.

    And there is a real payoff: the more of a role your employees play in recommending and selecting skills they want to develop, the more excited they will be to use those skills.

    Performance management is everyone’s responsibility

    Of course, these highly complex and interdependent performance management tools and processes are only valuable if used consistently across your organization.

    Here again, tying the performance management process back to strategy makes it clear to all stakeholders just how critical it is.

    Leadership support for and continued attention to employee development sets the tone, but ease of use plays a huge part in how effective PM processes and technology solutions are for the organization.

    Employees and managers need to be able to learn and use PM systems without a massive time investment that takes away from productivity.

    That means organizations need to make learning and using performance management processes and tools part of every job description.

    And organizations should push PMS providers to continually improve both user interfaces and user training so those meet your specific needs.

    Measuring performance management ROI

    Performance management systems provide powerful tools for developing and nurturing competencies, making them among the most important investments an organization must make.

    Ultimately, performance management that maximizes workforce development and flexibility in line with a strategic framework is what differentiates successful and less successful organizations – even in the most highly-automated industries.

    The return on your performance management investment can be measured in financial terms reflecting increased efficiency, reduced turnover and other metrics.

    But the true measure of a successful PMS implementation is a flexible, teachable workforce that understands and supports your strategy and that has the resources they need to succeed and grow with your business.

    The post Performance management success factors: Align PM with organizational strategy appeared first on HR Morning.

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    AUTHOR: // CATEGORY: Employee Branding, Featured

    In Faux Employer Branding vs. Magnetic Employer Branding, I explored where many — if not most  employers go wrong when they engage in what they think is Employer Branding.

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    AUTHOR: // CATEGORY: Featured, Virtual & Remote

    Ryan Malone, CEO of SmartBug Media, was told that an all-remote workforce might work for a few employees, but not if he hit 10. Later, as his company grew, he was told it might not work if he had 20. Now, he’s up to 75 employees, and they’re all still remote.

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