Candle makers in New York continued to work part-time as they gradually found other, permanent employment. Today, the company offers clients such as the Candleman Corp., a chain of 90 candle stores, an extensive, private-label line including votives, tapers, and a variety of other candles, mostly scented as well as such accessories as glass or tin containers. Hiring disadvantaged employees requires extra effort on an employer's part, but, the Richardses argue, it brings rewards in a highly motivated workforce. Our employees see their identity as wrapped up in that candle. Candleworks' owners may be unusually fervent in their dedication to hiring the disadvantaged, but they are not unique.
Altruism often plays just a minor role in the movement.
For many companies crunched by the nation's labor shortage, the disadvantaged are an untapped market. Nonetheless, he's convinced that with a bit of effort, employers can help their new employees stick to the work world. Since they can't assume, for example, that Candleworks employees have telephones, the company gives workers a list of places providing free local-phone service so they can call to explain a problem getting to work. One hour a week, on paid time, all employees attend a meeting on self-help topics ranging from domestic violence to balancing a check book. In some cases, the Richardses rush in with extra help.