Augur Inc

Building a Five Star Team

In 1992, Chris Collias started his new business, Progressive Gourmet. The business consisted of Chris working out of his home as salesperson, delivery driver and company accountant all in one. A food distributor company, based in Boston , Progressive Gourmet today offers the highest quality hors d'oeuvres, entrees and desserts for sale to hotels, country clubs and banquet halls. These facilities rely on Progressive Gourmet to handle the time-consuming tasks, without sacrificing quality. Catering facilities must maintain a high level of quality under tight labor constraints and Progressive Gourmet eliminates the need for such facilities to hire more employees, while allowing them to offer gourmet food of the highest quality and range.

After only six years, Chris has a 38,000 square foot warehouse and distribution center, approximately 350 customers nationwide and 22 employees. He also launched an affiliated business in 1996, World Class Canapés, which is one of the food suppliers for Progressive Gourmet.

Growing Pains

As exciting as this growth is, it did not come easily. Early on, Chris was experiencing recurring problems with his drivers. After three or four weeks on the job, he kept finding that his drivers were not reaching their destinations on time, and were making many mistakes. A friend told Chris that she thought Kathy Frank at Augur, Inc. could help. After meeting with Kathy, a Job Pro Form for the driver position was developed, and each of the drivers took the Predictive Index^® assessment. Results showed that two of the four drivers had very low Ds on the assessment, showing that they possessed very little detail-orientation. The Pro Form, however, required a high orientation to detail for success in this job. Two of the other drivers had higher Ds and higher Cs, showing they possessed a great deal of patience and a strong attention to detail. These employees' traits indicated high potential as drivers. "After providing them with the necessary training, there has been marked improvement in their performance," said Chris.

"After this, I was sold on the PI^®," Chris added. He now implements it in every new hire situation, and has had all existing employees take the assessment. "We're using it extensively in hiring, especially with salespeople," he added. "In comparing past salespeople who were just doing O.K. with high performers, we will no longer hire a salesperson who is not a high A, someone who is self-confident, assertive, a self-starter, risk-taker and problem-solver. By seeking high As for this position, I am confident that these individuals will consistently exceed goals and do whatever it takes to get the job done. That's what fits with our culture."

Positive Changes

Chris also employed the PI when he needed to double the size of his administrative staff. In one instance, even though the PI of one individual was not appropriately matched to the position, Chris hired her. He did so because employment levels were so low, that it was difficult to find any candidates, and he believed he could work with her. "This was a clear mistake," said Chris, "because this person did not work out at all in the position. I took a chance, but her personality was such a mismatch with the needs of the job, that it wasn't doable. This was a costly mistake. It reinforced just how effective a tool the PI is. I have been relying on it ever since."

Cooking up a Gourmet Workforce

Chris also found the PI to be a strong recruiting tool. When he brings sales candidates in for second interviews, he tells them what he knows motivates them, based on their PI results. "These candidates are always surprised and impressed that I took the time to figure them out and see what makes them happy. They are usually very surprised at the accuracy of the assessment, and the sophistication of our company for using it."

The PI also was used to resolve a conflict between two employees who were not communicating. The PI showed that both employees were low Bs, private people, who internalize personal feelings and thoughts. "Minor incidents turned into major ones because both individuals would stew about situations, rather than working them out," explained Chris. He pointed these traits out to the employees and now holds weekly meetings, where he elicits information from them. Their personalities simply made it very difficult for them to communicate without some assistance.

Chris also made adjustments when he found that his office staff consisted of primarily low As: agreeable, compromising, team-oriented and often risk-averse. While these individuals were getting along fine and doing their jobs, Chris found that due to a great deal of travel on his part, they weren't initiating new projects in his absence. As a result, Chris trained the employee with the highest of the low As to be responsible for weekly meetings, where each person is asked to bring agendas. "This has resulted in greater initiative within this group," Chris commented.

"I couldn't be happier with our use of the Predictive Index," he added. "It helped me identify top salespeople who will take me to the next level, and it provided me with the most productive staff possible. I haven't met one person yet who isn't surprised at what one list of adjectives can tell a person." According to Kathy Frank, Chris is realizing the maximum benefit of the PI, by employing it in every aspect of his business.

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