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Empowering Workforces: Lowe’s Outreach for Individuals with Disabilities

This update outlines Lowe's commitment to creating a diverse and inclusive workforce by hiring individuals with disabilities. Inspired by successful pilot programs, Lowe's employs a structured four-phase approach to integrate trainees into their workforce. Collaboration with partners such as OVR, ARC of Luzerne County, and external job coaches supports training and placement. Through individualized training and outreach initiatives, Lowe's aims to reflect the demographics of its customer base, improve employment opportunities, and enhance organizational culture.

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Empowering Workforces: Lowe’s Outreach for Individuals with Disabilities

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  1. Lowe’s Outreach Update July 24, 2014

  2. The Start • Inspired leaders - Steve/Scott/Fred • Visit to Walgreen’s DC in Anderson, SC • Pilot in Pittston PA RDC

  3. Purpose • Hire individuals with disabilities to employ a diverse and inclusive workforce • Hire qualified, productive workers • Reflect demographics of customers • Improve employment opportunities for individuals with disabilities

  4. Partners • Who knows the stakeholders and will serve as a liaison? ARC of Luzerne County • Who will provide candidates and help train? AHEDD, Keystone, OVR • Who will fund the job coaches (external)? OVR, MH/MR units • Others – ODP, NOD, NET, USBLN • It’s a long process – Who is interested, committed, and has the same goal?

  5. Training • Show our partners the business, the job tasks, the work environment, and the culture • Train our leaders – increase knowledge about disabilities • Increase TM awareness – part of diversity training • Task training must be more individualized • Outreach TMs need more than task training – social skills, acceptable behaviors in the workplace

  6. The Model • Use Walgreen’s as a base model • Collaborative effort with partners • Utilize external job coaches as primary trainers • Start as trainees in trial period • Use a 4 phase approach

  7. Phase 1 - Selection • Meet with partners to select the next class • Decide who, when, where • Assign job coach • Identify reasonable accommodations • Complete Lowe’s trainee application (includes background check and drug screen) • Focus on abilities, not disabilities • About 15 days in duration

  8. Phase 2 - Training • One day orientation – safety and policies • Training with job coach on the floor • Outreach coordinator oversees training • Evaluations every 15 days • Try multiple jobs to find best fit • Set for 45 days (but can be longer or shorter)

  9. Phase 3 - Promotion • Hired from trainee to Lowe’s regular employee • Must demonstrate the ability to perform the job to standards over time • Joint decision between Outreach coordinator, job coach, HRM, and RGM • About 15 days

  10. Phase 4 - Employment • Attend full Lowe’s new hire orientation • Assigned a shift/dept and integrated into workforce • Outreach coordinator and job coach maintain contact

  11. The Cycle

  12. Outreach Coordinator • One Lowe’s supervisor per shift • Coordinates the work assignments • Supervises the training by the job coach • Conducts evaluations and recommends hiring • Initiates cross training • Maintains daily contact with all Outreach • Evaluates need for accommodations

  13. The Hiring Results • 4 employees hired from first class which began Jan 12, 2009 (first day of shipping) • Classes start about every 2 - 3 months • 61 currently employed in Pittston RDC, 11 currently in training • In 15 Lowe’s RDCs, 400+ employed

  14. The Results • Expanded labor pool • Improved performance • Special culture • Improved image as employer • Increased customer base for Lowe’s • Making a difference

  15. How it’s changed • Grown to all shifts • In maintenance, receiving, building, shipping, and transportation • School program with LIU School provides transportation and trainers Two 2 ½ hr sessions daily Opportunities for hire or roll into Outreach • Individualized programs

  16. Lessons Learned • You don’t need to have all the answers • Get help where needed • Celebrate early successes • Consider all open positions • Everyone benefits • There is no “one right way” • The program will evolve

  17. What Pittston RDC wants from partners • Right people for the job Find the people to do the work we have • Make it simple Single point of contact Complete/eliminate the administrative tasks • Lasting relationship Multiple candidates over time

  18. Questions?

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