Headliner | Johnny C. Taylor
CCW Main Stage Thursday, June 6, 2024 | 8:00 AM
CEO
Society for Human Resource Management
Reset: A Leader's Guide to Work in an Age of Upheaval
In an era defined by unprecedented change and complexity, the landscape of work is evolving rapidly. With the surge in remote work and a heightened emphasis on diversity and inclusion, organizations worldwide are facing intense competition for top talent. Johnny C. Taylor, Jr., President & CEO of SHRM, the world's largest HR professional society with over 300,000 members across 165 countries, will explore the critical role of leadership in these transformative times.
Learn how to cultivate a robust organizational culture that not only adapts to change but thrives on it, as he shares insights on creating forward-thinking, inclusive workplaces that leverage diverse perspectives for innovation and growth.
Johnny brings an unmatched depth of knowledge on the future of work and a career spanning over two decades, offering attendees the opportunity to learn from one of the most influential workforce leaders in the world. His journey is a unique blend of practical leadership and disruption, from senior executive roles at Paramount Pictures and Blockbuster Entertainment to his profound impact as CEO of the Thurgood Marshall College Fund.
With advisory roles on the White House American Workforce Policy Advisory Board and as Chairman of the President's Advisory Board on Historically Black Colleges and Universities, he reinforces his lifelong commitment to crafting inclusive and progressive workplaces.
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Q&A with Johnny C. Taylor
Johnny C. Taylor, Jr., is President and Chief Executive Officer of SHRM. Recently named one of the “Most Influential People Shaping Public Policy” in our nation’s Capital by Washingtonian Magazine, Mr. Taylor’s career spans more than 20 years as a lawyer and an executive, serving at IAC, Paramount Pictures, Blockbuster Entertainment Group and the Thurgood Marshall College Fund, among other organizations. He is a Vice-Chair of the Board of Trustees at his alma mater, the University of Miami; a member of the United Way Worldwide Board of Trustees; Independent Director of the Flores & Associates corporate board and a member of the corporate boards of Guild Education, and XPO Logistics (NYSE: XPO). He previously served as chairman of the President's Advisory Board on Historically Black Colleges and Universities and on the White House American Workforce Policy Advisory Board. Mr. Taylor is a weekly contributor to USA Today, a Fellow of the National Academy of Human Resources and a SHRM Certified Professional.
SHRM is a member-driven catalyst for creating better workplaces where people and businesses thrive together. As the trusted authority on all things work, SHRM is the foremost expert, researcher, advocate, and thought leader on issues and innovations impacting today’s evolving workplaces. With nearly 340,000 members in 180 countries, SHRM touches the lives of more than 362 million workers and their families globally. Discover more at SHRM.org.
Q: You’ve been at the forefront of addressing some of the most pressing challenges and changes in the workplace—from your unique vantage point as President and CEO of SHRM, what do you see as the most significant shifts in how organizations approach employee engagement in today’s dynamic environment?
A: Workforce dynamics have taken a significant turn: Five generations have come together to shape the workplace of today and tomorrow. A wide range of experiences, preferences, and priorities are blending to create a unique and challenging environment for employers. When it comes to Gen Z, for example, they’re the new kids on the block—eager to kickstart their careers with a solid foundation. Many are becoming financially independent for the first time, and they’re on the lookout for workplaces that offer a sense of security. But they want more than just a paycheck; they crave recognition, validation, a pat on the back for a job well done. So, employers should take note and show them the path to growth, make them feel valued, and help them flourish.
Meanwhile, Baby Boomers bring a wealth of experience and a lifetime of dedication to their craft. Some may be eyeing retirement, but those still in the game want meaningful work, tasks that provide a sense of fulfillment. So, if you want to keep them engaged, give them a reason to roll up their sleeves and dig in.
We’re also seeing a seismic shift in how businesses approach employee well-being. Health insurance is still standard fare, but now, mental health support? Therapy coverage? That’s the new frontier. Because a holistically healthy employee is a happy employee, and that’s the cornerstone of retention and engagement.
Q: How have you seen the role of leadership evolve in response to today’s changing landscape of work? What key skills do you believe are essential for today’s leaders?
A: The servant leadership model best embodies the evolution in the way we need to manage our employees. It’s not just about hierarchy anymore; it’s about lifting each other up and nurturing growth. This promotes inclusion, celebrating the strength and value of diversity, and encourages each individual to embrace their true self.
Gone are the days of top-down directives ruling the day. Leaders need to listen to the needs of their team members, understand their aspirations and appreciate the challenges that lie between them and accomplishing their objectives.
Those leaders who cultivate a culture of empathy, wherein emotions are acknowledged and understood, and personal experiences are respected and appreciated, will reap the rewards. And we’re talking literal boosts in profit margins and customer satisfaction. Once you prove you’re there for your workforce, engagement and retention levels rise. As Theodore Roosevelt once said, people don’t care how much you know until they know how much you care.
Q: At Customer Contact Week, you will be discussing the rapid changes and complexities of today’s work environment. Can you share a particularly transformative trend or challenge and how you think it’s reshaping the relationship between employers and their customer-facing teams?
A: Social media has had a seismic impact on the way businesses operate. One tweet, one viral post can sink a company’s reputation faster than you can hit delete.
So, in this digital age, consumers hold more power than ever, and this has altered the expectations employers have of their customer-facing workers. Customers have an infinite supply of information at their fingertips, and they’re not afraid to use it. Every interaction is under the microscope, ready to be dissected and shared with the world. That means businesses must raise the bar—big time. Customer service? It’s more than just smiling over the counter; it means delivering top-notch service every single time.
We’re also witnessing a tectonic shift in consumer expectations when it comes to ESG (environmental, social, and governance) initiatives. Thanks to social media, everyone has a front-row seat to see which companies are walking the talk on social and environmental issues. And people aren’t willing to settle for lip service anymore. They want real commitment—and action—from the brands they support, or they will find new brands to support.
What does all this mean for businesses? It means investing in training like never before. Your frontline staff needs to be on-point, embodying your company’s values with each customer interaction. Because, in this digital age, reputation is everything, and social media is the megaphone amplifying every move you make.
Q: You emphasize the importance of building organizational cultures that thrive on change. Could you give us a peek into one of the strategies or success stories you plan to share at CCW about fostering such a dynamic culture?
A: Before you can build a culture that lifts your workers up, you need to lay the groundwork. And that starts with defining your core values. What is your organization passionate about? What changes do you want to make in the world? Once you’ve nailed this down, that’s when the real magic happens.
Take SHRM, for example. We embrace change: We believe better workplaces make a better world, and we dedicate ourselves to making the necessary changes to bring that to fruition. It’s more than talk, though. Change isn’t just a buzzword for us. It’s woven into the fabric of who we are as an organization. Right from the interview process, we make it clear: “Flexible and agile” is one of our guiding principles. And let me tell you, it has paid off time and again. Because in this ever-evolving world of work, the ability to feel at home and thrive in a dynamic environment is what sets us apart.
Q: Given the shift toward remote work models, what strategies should customer contact leaders employ to foster a stronger and more resilient team culture that excels in delivering exceptional customer service?
A: With the remote-work revolution behind us, we’re seeing a shift back to the office for many companies. Only 1% of executives in a recent EY survey said their employees were fully remote, down from 34% in 2022.
It’s not quite business as usual, though—many organizations are finding a middle ground. Enter the hybrid work schedule: part remote, part in-person, all about striking that perfect balance for your workflow and culture.
For employees, it’s a game-changer. They get to skip the commute on remote days, yet still benefit from face-to-face collaboration with coworkers when they’re in the office. But making a hybrid setup work requires flexibility on both sides.
For employers, this means setting clear expectations for your employees. Need them to hit a tight deadline or stay late for a meeting? OK, but in return, give them the leeway to run an errand on a remote day, and consider an open-leave policy for time off.
In other words, meet your team halfway, equip them with the tools they need to succeed, and keep the lines of communication open. Because in this brave new world of work, adaptability is king.
Q: There’s a lot of competition these days for top talent. What advice do you have for customer contact organizations to stand out as employers of choice in this environment?
A: If you want to win in this competitive world of recruiting, it takes more than just compensation or flexible hours. To reel in the best of the best, you need to stand out from the crowd in every possible way.
Sure, competitive pay and perks are great, but here’s the real secret sauce: culture. Your organizational ethos is a magnet for top talent. You need to show it to applicants from the start. Put your culture front and center in your job descriptions. Let people know what you stand for, and why your workplace is the place to be for go-getters.
You also have to cast a wider net. Consider overlooked talent pools, such as veterans, the formerly incarcerated or applicants without four-year degrees. These folks have skills, experience and drive just waiting to be tapped.
By giving these hidden gems a chance to shine, you’re not just expanding your talent pool, you’re upping your game in the recruiting race and strengthening your business. So, flip the script, embrace diversity, champion inclusion, and watch as your organization becomes the go-to destination for top-tier talent.
Q: Can you share a leadership lesson or experience that profoundly influenced your approach to handling change or uncertainty which might resonate with leaders in customer contact and CX?
A: Picture this: March 2020, the pandemic hits, and CEOs are blowing up my phone, looking for answers on how to navigate this unprecedented crisis. And they were all in the same boat, trying to use the same old business solutions in a whole new world where remote work ruled, customer contact was off the table, and worker health and safety had moved to the forefront. That’s where the reset comes in. See, I didn’t just slap that title on my book because it sounded good. Navigating uncertainty in your organization is all about knowing when to hit that reset button, wipe the slate clean and chart a new course for your business. There’s no telling what roadblocks your company may face in the future, and part of being successful in this dynamic and unpredictable world of work is knowing when it’s time to rewrite the rules—and when an unforeseen challenge presents a fortuitous opportunity to pivot and innovate.
Q: Looking to the future, what key trends should customer contact or CX leaders be aware of to ensure that their teams and strategies are future-proof?
A: Reskilling is the name of the game in today’s ever-changing workplace landscape. With technology developing and organizations evolving at lightning speed, standing pat with the skills you’ve got just won’t cut it. If employers want to stay ahead of the curve, they must ensure their workers keep learning and acquiring new skills—and Artificial Intelligence is at the top of the list. That’s what it will take to stay relevant and competitive in this fast-paced world.
Investing in your people’s growth isn’t just important for boosting engagement and morale; it’s critical for securing the future of your business. Because when your team has the skills they need to thrive and succeed—no matter what changes come in your business and your market—turnover will not be high on your list of concerns.
Sure, the headlines might make it sound like the robots are coming for your workers’ jobs. However, it’s not nearly so much about AI replacing people as it is those who learn to use AI to maximize their productivity replacing those who don’t. Employers looking to maximize their workers’ potential while future-proofing their organizations should invest in AI training, embracing this bold new world rather than fearing it.