Policy Design Paper: Encounter Socialization at Lowe’s LLC

 Sylvia Rust

Policy Design Paper: Encounter Socialization at Lowe’s LLC

Lowe’s LLC began as a company in 1921 by L.S. Lowe under the name “Lowe’s North Wilkesboro Hardware''; the store sold not only hardware, but horse tack, dry goods, groceries, and other oddities. After L.S. Lowe died, and his son, Jim, took over the company. When Jim Lowe went away to war during World War II, Jim Lowe asked his brother-in-law, Carl Buchan, to help him. After the war, Buchan took over Lowe’s LLC, and Lowe’s focused their efforts on being a hardware and building materials store. In 1984, Lowe’s LLC was named “the Top 100 Best Companies to Work for in America'' in Fortune magazine. In 1999, the Lowe’s Employee Relief Fund was established to help associates through times and difficult financial hardship. In 2007 Lowe’s LLC became an international company by creating stores in Canada and Mexico (“Our Story”, n.d). 

CEO and Chairman, Marvin R. Ellison states, “In 2021, we grew our market share across DIY and Pro through our Total Home strategy, which is focused on providing our customers with the products and services they need for every project in the home. This was an important step in our ongoing evolution toward becoming a world-class, customer-centric, omnichannel retailer.” 

From the Lowe’s corporate page, Total Home Strategy is about the omnichannel retail experience – from “pro penetration, accelerate online business, expand installation services, drive localization, and elevate assortment” (“Our Strategy,” 2023). Companies are impressed by Lowe’s innovative customer-experiences and associate training programs. Affinity VR and CNBC commend Lowe’s LLC for being future forward and introducing VR in their stores for associate and customer learning centers (Lowe’s innovation labs) (“Lowe’s vision with ar and vr for a faster future”, 2017) (Gustafson, 2014)(PRNewswire, 2022). Allison from Lowe’s Corporate discusses how Lowe’s is “investing in technology to empower employees” (Allison, 2023). 

It is clear that Lowe’s LLC has been a successful company over its 102 years of operation – on the Lowe’s corporate page it states, “our team proudly serves approximately 19 million customer transactions per week in the United States. Lowe’s operates or services nearly 1,700 home improvement and hardware stores and employs approximately 300,000 associates… From our store associates to our contact centers and corporate teammates, we hire talented thinkers and doers, rich with product and project knowledge. Our associates are experts in remodeling, repair and installation and offer support in-store, in-home and on the jobsite.” (“Our Business,” 2023). Lowe’s claims to have strong commitment to the development of its associates and has implemented several programs to ensure their success (and enhance their “expertise”, perhaps?) 

Lowe’s prides itself on its commitment to “the Big Three”: Customer Service, In-Stock, Clean and Safe Stores (NAO, 11-12). Customer Service in Lowe’s is all wrapped up into one acronym: SMART. “S” for Seek the Customer (introduce yourself, ask if there is anything you can help them find). “M” for Meet the Needs (ensure the customer has been taken care of), “A” for Add Related Products (ensure the customer has all the materials needed to complete their project), “R” for Review their Needs Are Met (go over their cart again and make sure they won’t have to go to a competitor to complete their project), and “T” for Thank the Customer (for shopping at Lowe’s). Lowe’s also has five core values: Service-Minded, Collaborative, Inclusive, Respectful, Driven to Win (NAO, p. 13). 

When I signed up for this class, I had mentioned to my store manager that I was taking an organization communication class, and I was learning more about training and socialization of new associations. He said that it would be great if I could report back with my findings. In this paper, I will discuss the organizational communication principle of encounter socialization from the organizational assimilation theory (Jablin, 1982). I will discuss the importance of mentorships (Kramer & Dailey, 2019), (Dailey, 2016a), (Dailey, 2016b), the Lowe’s programs currently available, what is supposed to be covered in the New Associate Orientation (NAO) and what is covered, the questionnaire, my findings, and my suggestions for improving training at Lowe’s.

Organizational socialization

Organizational socialization is the process by which individuals new to an organization assimilate into the organization by using communication (Kramer & Dailey, 2019). The Organizational Assimilation Theory describes four stages that occur as one enters an organization: Anticipatory Socialization, the Encounter Stage, and Metamorphosis, and Exit (Kramer & Dailey, p. 97).

Anticipatory Socialization focuses on the communication we engage in before we make a choice – there are five primary information sources that influence our choices: “family, education, peers, previous experience, and the media” (Kramer, p. 32). Often we seek the approval of our family for our next career job – our family can have insider information if they have been in similar roles or they can motivate us to dream big and hopefully have upward mobility in socioeconomic status (Kramer, p. 33). 

Education can impact the jobs we apply for and work towards. Some degrees have specific jobs that align with them (like engineering or accounting) whereas others teach critical thinking, problem solving, and communication skills that can be used for a plethora of careers (Kramer, p. 37). Our peers can influence us in the same way our family members can - affirming that a career or education path fits you or helping you with “identity work” that creates positive connotations for the work you do, even if the world sees the job negatively (Kramer, p. 38). 

Previous experience can influence prospective employees to apply for jobs or avoid them. For example, I really enjoyed working at Menards. I like the fast-paced energy of retail stores, and I enjoy watching people accomplish their projects so when I needed a new part-time job in 2021 – I decided to apply at Lowe’s. 

The media can also influence our decisions – as a media scholar, I will say that the media impacts most of our lives without us noticing. Kramer writes that children’s books can even influence the roles we want to fill – making passive organizational roles look boring and repetitive (p. 40). Self-Help books also influence our career advancement through self-management (p. 41). Kramer makes note that both types of books discourage departing from organizational norms (p. 41). 

The Uncertainty Management Theory (UMT) is used to explain newcomers’ experience in a theoretical framework (Kramer, p. 59). During the Encounter Stage, new employees learn about their job, supervisor, and workgroup. This stage is critical for new employees to understand the values, norms and necessary behaviors that outline the contributions the organization requires from successful employees. Communication plays a key role in this stage as new employees learn to interact with their supervisors and coworkers as they learn about their roles and responsibilities. There are two strategies for encounter socialization – institutional strategies and individual strategies. Institutional strategies include: group socialization, formal socialization, and serial socialization (Kramer, p. 62). Individual strategies include: individual socialization, informal socialization, and disjunctive socialization (Kramer, p. 62). These two strategies have different goals – institutional socialization has the goal of divestiture, while individual socialization has the goal of investiture (p. 64). 

Many organizations utilize both individual strategies along with institutional strategies – which has the best outcome, according to Kramer (p. 64). Encounter socialization is a critical stage in the organizational socialization process for new employees to learn about their roles and responsibilities through communication with their supervisors and coworkers. This stage sets the foundation for successful integration into the organization. Employee training, and the strategies utilized for employee training, are critical components of organizational success. When employees are not trained well, it can have negative consequences for both the individual and the organization. Inadequate training can result in decreased job performance, lower job satisfaction, and higher turnover rates. Lowe’s LLC is aware of this – this is why they started their “Store Mentor Program”:

“Associates who do not feel confident to serve customers are 2.7x more likely to quit (within 30 days) than those who feel confident… New associates are 1.6x more likely to quit when they do not have leadership support, like a mentor or DS, to help with shift exercises or practice” (New Associate Survey, 2023).   

There are several reasons why employees may not feel confident. One reason could be a lack of resources or investment in training programs – which clearly, Lowe’s has spent much time and money on these training programs. As an associate, we have daily questions to answer to keep up on our Lowe’s product knowledge and weekly videos to watch on safety, but is it all too much? Another reason could be a lack of focus on training and development. Lowe’s has many programs in place and facilitator guides to help the Staffing and Scheduling Admin (SSA) to assist new associates “learn the ropes.” Inadequate training can also result in poor training methods or content. Associates experience decreased job performance and lower job satisfaction when they are not trained properly;. there is a higher turnover rate and a negative impact on organizational culture (Kramer & Dailey, 2019, p. 103). 

If the facilitator guide for the New Associate Orientation is followed correctly, this is how training at Lowe’s LLC should go: there should be two days of orientation where the associates are with the SSA, Store Manager, or an Assistant Store Manager (ASM) to go over store policies, procedures, safety demonstrations, store tours, hear from tenured associates (liaisons), and meet their mentors that they are going to send the next two weeks shadowing.

Day one of the NAO Facilitator Guide covers SMART customer service (including a roleplay with the Store Manager), AP4Me, a Store Scavenger Hunt, Big 3, & 5 Core Values. Day two of the NAO Facilitator Guide covers Safety Demonstrations & Store Tours (with the ASM), Lowe’s U, RedVest, and Mentors. Associates should then begin their New Associate’s Academy Core Journey. 

In the Facilitator Guide – the New Associate’s Academy Core Journey is broken down into these questions and answers: “What is it? The training of foundational knowledge for new associates. Academy Core is the first phase in their learning journey. The Guided Path is broken up into shifts of learning focusing on specific themes each day. How to do it? Self-paced and mentor-led activities: balance of videos and activities with on the floor practice. Timing? Approx. 2-4 hours of training per shift. Where does it happen? On the sales floor via Lowe's U and Smartphone. With whom? The SSA, Mentor/DS, and Store Leaders all play a part in the associate’s training” (NAO, p. 44).

This description of the New Associate Orientation and New Associate’s Academy Core Journey sounds great – it utilizes both the institutional strategies and individual strategies that Kramer (2020) discusses in chapter three, but after doing research into these programs, I started to wonder: did my coworkers get this training? Do any of my coworkers have a true mentor? Did they get a store tour? Was my training out of the ordinary?

Rationale

I started working at Lowe’s in May 2021. Since I started, I have worn many hats – I have been a seasonal cashier, a part-time cashier, a full-time cashier, a head cashier, a cash office admin, a millwork specialist and I am now a cabinet specialist. During my time at Lowe’s, I have not had adequate training in many of my roles. When I first started, I was given 2 days of computer training then thrown on the front line as a cashier without a vest – during that time at Lowe’s, new associates did not wear a vest until their supervisors believed they were “RedVest Ready.” Today, the vest is given to associates at the same time as their locker number, name tag, safety knife, and safety gloves. I was not ready to be on my own. I remember how annoyed the head cashier was when I would ask her a question. I remember my first opening shift when I was not shown how to ring the doorbell to be let in so I knocked on the interior sliding doors. A manager opened the door and said, “Do you work here?” I am still horrified by this interaction – how embarrassing it is to not even know how to get into the building before serving customers. 

When I became a trainer, I asked if there was a way that we could document that the cashiers were learning adequately, and if there was a checklist that could be used to ensure associates were learning all they needed to learn to give “SMART Customer Service” and be “Service-Minded”. I was told that we did not really use that. Having worked at another hardware store (Menards), I knew that there had to be a way to make sure associates were learning everything they needed to know before they were on their own because at Menards, my trainer was given a checklist of everything I needed to complete before I was sent on my own. When I became a head cashier, I tried to make sure every cashier was given the checklist that is available in Lowe’s U so their trainers could keep track that the associates were learning what they needed to learn to be on their own, but the other head cashiers, my department supervisor and assistant store manager of operations were not on board with using the checklists. 

Method

Lowe’s has so many training programs including Lowe’s U, AP4Me, Workday Learning, and FE4Me. Lowe’s also uses a daily log called the Lowe’s Safe Review where every department checks to make sure everything is “Lowe’s Safe”. These programs provide associates with the skills, knowledge, insight and development they need to deliver great service to customers, but I was beginning to feel like associates were going through the motions, but that they were never shown how to actually be “Lowe’s Safe”. 

For my research, I decided to give a questionnaire to current associates at my Lowe’s store (0126). The associates were all of a variety of store roles and seniority levels. I used a "Strongly Disagree - Disagree - Neutral - Agree - Strongly Agree” scale for associates to respond to statements. Each of these statements were crafted after reading through the “New Associate Orientation: Facilitator Guide”, “Lowe’s Store Mentor: Leader Guide” (Lowe’s, 2023). I broke down the sections into seven parts: training, safety, store map, selling systems, Big 3, Mentor, and Feedback.

Data Collection

Training – statement one – I feel like I was adequately trained for my job role.

Training – statement two – I think Lowe’s U, Workday Learning, and Ap4Me are good training programs. 

Safety – statement one – I had a safety demonstration when I first started at Lowe’s.

Safety – statement two – I know what the LSR is and how to input a Snappy.

Store Map – statement one – I have done a store scavenger hunt. 

Store Map – statement two – I was given an overview of what is in each department before I went onto the sales floor.

Selling Systems – statement one – I was trained on the selling systems (RedVest or Genesis)

Selling Systems – statement two – I know how to utilize the Zebra (SmartPhone) to complete my job tasks. 

Big 3 – statement one – I know what the Big 3 are for Lowe’s. 

Big 3 – statement two – I was shown a demonstration of SMART Customer Service. 

Mentor – statement one – I have a mentor. 

Mentor – statement two – I would have benefitted from having a mentor. 

Feedback – If you could change anything about your training, what would you change?

Findings

Question

SD

D

N

A

SA

Trained

|| (2)

|| (2)

|||| (4)

||| (3)

||||| (5)

Programs

| (1) 

| (1)

|||| (4)

||||| (5) 

||||| (5)

Demonstration

||||||| (7)

| (1)

||| (3)

|| (2)

|||| (4)

LSR

| (1)

|| (2)

|||| (4)

| (1)

|||||||| (8)

Scavenger

|||| (4)

|| (2)

||| (3)

| (1)

||||||| (7)

Overview

|||||| (6)

||| (3)

||| (3)

| (1)

||| (3)

Systems

||| (3)

| (1)

|| (2)

||||| (5)

||||| (5)

Zebra

| (1)

(0)

|| (2)

|||| (4)

||||||||| (9)

Big 3

||| (3)

| (1)

|| (2)

|||| (4)

|||||| (6)

SMART

|| (2)

| (1)

|| (2)

||||| (5)

|||||| (6)

Mentor

|||||| (6)

||| (3)

| (1)

|| (2)

||| (3)

Mentor

||| (3)

| (1)

| (1)

||| (3)

||||| (5)

Feedback given: 

One: “Know more about the store in general, especially receiving and hazardous information. Felt like I was just thrown in”

Two: “Work with someone else for a whole week — shadowing the entire week. When (I) started 23 years ago, we had 3 8-hour long days watching videos with 25 people in the training group.”

Three: “Better mentors.”

Four: “More hands on training up front from better designated people. More presence from management during the first 60 days.”

Five: “Depends on the department — in appliances there is a specific vendor training system but in flooring, not a whole bunch.”

Six: “Better one-on-one training.”

Seven: “Can’t change the past.”

Eight: “No comment.”

Analysis

From the “Five Core Values”, “Big Three”, “SMART” acronym, daily Lowe’s U questions, weekly AP4Me videos, the Lowe’s “Total Home Strategy – Five Key Areas” – it is exhausting and confusing to figure out what was really important to remember. Before the completion of their survey, newer associates (<1 year)scoffed and said, “I don’t think my input will be helpful.” The associates that have worked at Lowe’s for over 15 years mentioned after their questionnaire that “most of that stuff didn’t exist when (they) started.”

I had seventeen employees complete the questionnaire anonymously. Some did not complete every question, and one answered “neutral” for every question and left the feedback of “no comment”. It was clear from my questionnaire that associates felt pretty strongly about their abilities to complete their tasks with the training programs, safety review, and SmartPhone but that their original orientation did not cover a store tour/scavenger hunt, demonstration of safety, or mention anything about a mentorship. Many of my coworkers felt like they were just thrown into the job. Either associates were sat in front of a screen then sent off into the 72 aisles of Lowe’s or they were moved from associate to associate for training. 

From Kramer (2020), we know that serial socialization (mentorships) benefit the new associate by placing them with a mentor/role model that works in the same position or has worked in the same position previously. What Lowe’s has established is disjunctive socialization that requires associates to learn on their own (p. 63). Random socialization that does not have a routine or program for the training of the newcomer (p. 63). For example; instead of following the “mentor checklist” (that is available to all associates… if they are looking for it) – Lowe’s crams all of the “store safety” training into a video on Lowe’s U (without subtitles or additional language options available). Although there are videos on the selling systems; the videos explain the systems differently than the trainer, meaning that the matrix that measures your proficiency show that new associates are not retaining the information, but because of the random sequencing of training at Lowe’s, it is unrealistic to expect associates to assimilate and become an enthusiastic member of the “#WinningTogether” team. The Store Mentorship program is a valuable tool for employee development, but it requires structure and accountability to be effective. Checkpoints and structured training will help ensure that mentors and mentees are making progress towards their goals and that the mentorship program is meeting the needs of both parties. 

Implementation of Findings

I propose to hold a workshop with the store leadership (Department Supervisors, Assistant Store Managers, Head Cashiers, and Staff and Scheduling Admin) to explore the benefits of implementing checkpoints and a structured training program in mentorship programs and to provide guidance on how to implement these practices effectively. To implement checkpoints and structured training in mentorship programs, Lowe’s should follow these steps: utilize the existing mentorship program plan, but make changes that include checkpoints and structured training. Provide mentors with the training necessary to be effective mentors. Schedule regular checkpoints to assess progress and provide feedback. Use checkpoints to adjust goals and address any issues that arise.

Checkpoints are critical for ensuring that mentors and mentees are making progress towards their goals and that the mentorship program is meeting the needs of both parties. Checkpoints can be formal or informal and should be scheduled regularly to provide feedback, assess progress, and adjust goals as needed. Checkpoints also provide an opportunity to address any issues that may arise during the mentorship program and to ensure that the mentor and mentee are maintaining a positive and productive relationship. 

By implementing policies that promote better encounter socialization and mentor training, Lowe’s can create a more inclusive and supportive workplace culture that fosters personal and professional growth that aligns with its five core values, Big 3, and enhances SMART Customer Service. If we do not implement institutional strategies at Lowe’s, our employees will continue to feel disconnected from their peers, roles, and leadership that make Lowe’s a fun and exciting place to work (once you have reached the Metamorphosis Stage of organizational socialization (Kramer, p. 80). 

When I started at Lowe’s, I felt confused, disconnected, and unsure of my abilities to assist customers properly. Some of the things I have implemented for my own benefit are the training resources available and the “Discover” articles available on Lowe’s U. I have read and saved every article I think will benefit my job performance, but if associates do not see that promotion is possible and that they are capable of reaching out for assistance from store leadership – Lowe’s will continue to have a low retention rate and have associates that do not know what makes Lowe’s unique. I have also started a routine of taking my own “store tour” once a week to ensure I can assist customers with finding products quickly and efficiently. I am clearly doing individual strategies to benefit myself and the customers, but even as a so-called mentor, there is no serial socialization for associates with me as a mentor which makes our training awkward and stagnant. We need a structured mentorship training program with checkpoints that ensures mentors feel confident in their abilities so they can raise the confidence of newcomers to our store. 

Structured training is essential for providing mentors with the skills and knowledge necessary to be effective mentors. Structured training can include workshops, seminars, or online training modules that cover topics such as effective communication, goal setting, and mentoring techniques. By providing mentors with structured training, organizations can ensure that mentors are equipped with the skills and knowledge necessary to guide and support their mentees effectively. The mentorship program needs to be evaluated regularly and have adjustments made as needed. Although implementing checkpoints and structured training may come with additional costs and require more time and resources than unstructured mentorship programs, the research shows that effective mentorship programs help with employee retention, promotion, satisfaction, and performance rating (Dailey, 2016). Store leadership may be resistant to change or may not see the value in structured training or checkpoints; however, I will communicate the benefits of structured training and checkpoints and encourage our store leadership to provide support and resources to mentors and mentees throughout the mentorship program.

References

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