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Interviewing salespeople is like peeling an onion. It involves peeling away their superficial layers and getting past conditioned responses to learn about their capabilities, traits, cultural fit, and if they will yield quality results.<\/p>\n
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With 50%<\/a> of sales reps today missing quotas, conducting a successful sales interview is the difference between hiring a top performer who will consistently make\u00a0their\u00a0number and drive profitable revenue, or bringing on a mediocre salesperson who hinders revenue generation and lowers team morale.\u00a0So how do you conduct an interview that eliminates under performers, yet challenges top performers to prove they deserve a spot on your team?<\/p>\n In this ultimate guide, we will discuss the dos and don\u2019ts of sales interviewing, which includes common interview mistakes and legal guidelines, a comprehensive list of sales interview questions, what to look for in a candidate\u2019s answers, and red flags to watch out for.<\/p>\n Finally, at the end of the guide we\u2019ve created a template interviewers can use to ensure all candidates are measured objectively.<\/p>\n _____________________________________________________________________<\/p>\n Skip to section:<\/strong><\/p>\n Preparing for a sales interview<\/a> __________________________________________________________________<\/p>\n First, imagine this scenario:<\/p>\n You\u2019re about to go into a in-person interview with a candidate. You\u2019ve reviewed their resume and cover letter, and based on what you\u2019ve read, they seem strong. They don\u2019t have any employment gaps, their resume focuses on skills and experience, and they\u2019ve listed their quota attainment for the past five-years.<\/p>\n You walk into the conference room and the candidate immediately gets up to shake your hand. Their handshake is firm and confident, and you notice they\u2019re well dressed for the meeting. So far, your first impression of them is positive.<\/p>\n Upon sitting down, you observe that they are giving you their full attention. You begin your interview questions and you facilitate a back and forth conversation. The candidate answers your questions with ease and no obvious red flags arise.<\/p>\n After approximately 45-minutes<\/a>, the interview comes to an end \u2013 you shake hands, and show them out. You\u2019re left feeling positive about the candidate and you decide you want to snatch them up before a competitor does.<\/p>\n They seemed like a strong candidate didn\u2019t they?<\/p>\n At this point, you expected a high-level of customer facing activity, a healthy pipeline, and a few deals to have closed. But this isn\u2019t happening. They\u2019ve had extensive coaching and shadowed one of your top performers as they worked through the sales cycle. Nothing is working.<\/p>\n Why is the rep not performing?<\/p>\n You can trace their poor performance back to their in-person interview conducted eight-months ago. The interview went seemingly well, but did you do absolutely everything you could to ensure they were a top performer?<\/p>\n Perhaps you didn\u2019t.<\/p>\n Being an unprepared interviewer is just as hindering as it is to be an unprepared candidate.<\/p>\n Why?<\/p>\n If an interviewer is unprepared, time is wasted on \u201cget-to-know-you\u201d or \u201cice-breaker\u201d questions, which does not aid in evaluating the candidate\u2019s skills, experience, and competencies. The candidate has more opportunities to fool the hiring manager into thinking they\u2019re the ideal candidate, and the odds of making a bad sales hire increases.<\/p>\n Before going into the interview, think about the role and company information not listed on the job description or company website.<\/p>\n These details could include the size of the sales team and how they\u2019ve been performing over the past 2-5 years, the performance of the territory they would be taking over, vacation time offered, and much more. Top performing candidates want to know this information.<\/p>\n Being able to provide these details \u2013 versus needing to follow up with the correct information later, positions your organization as having a strong interview and recruitment process, which improves the candidate experience.<\/p>\n Coming prepared also means bringing the the tools and resources needed to conduct the interview successfully. They could include the candidate\u2019s resume and cover letter, an interview template \u2013 which is available to download at the end of this guide \u2013 that contains all your interview questions, and note-taking tools.<\/p>\n Taking notes during an interview allows an apples to apples comparison after interviewing numerous candidates. Without taking proper notes, valuable information may be forgotten, which leads to poor sales hiring decisions based on minimal information.<\/p>\n Hiring managers must follow the legal guidelines when conducting a sales interview. There is a fine line between asking a legal and effective interview question, and offending a candidate \u2013 resulting in legal repercussions.<\/p>\n There are also states that have made other discrimination categories illegal, such as sexual orientation and marital status.<\/p>\n Some topics<\/a> to avoid discussing include:<\/strong><\/p>\n It may seem natural to inquire about these topics in conversation, however in an interview setting there is a high risk of offending candidates and the chances of fueling a discrimination issue, is even greater.<\/p>\n Some examples of illegal interview questions include:<\/strong><\/p>\n Focusing on legal interview questions allows proper candidate evaluation, as the focus is on determining their skills, experience, and competencies.<\/p>\n Here are some things that should be done in an interview:<\/p>\n Ask all candidates the same questions<\/strong> Keep the questions job related<\/strong> **Please Note: Be sure to conduct thorough research prior to doing interviews to ensure federal and state discrimination law compliance. \u00a0<\/i><\/p>\n Conducting a successful sales interview is reliant on the interviewer\u2019s ability to run the conversation smoothly and obtain needed information.<\/p>\n But, there are some common mistakes interviewers make; many of which they are unaware of. Anything from trying to make a personal connection with the candidate, to accepting the candidate\u2019s first answer without probing for more information, can hinder an interviewer\u2019s ability to objectively and thoroughly assess a candidate.<\/p>\n Some of the most common sales interview mistakes include:<\/p>\n It\u2019s in a salesperson\u2019s nature to talk and convince prospects to buy what they\u2019re selling. And when they\u2019re in an interview, they do exactly the same.<\/p>\n When an interviewer asks a question, the candidate may want to provide as much information as possible in an attempt to successfully sell themselves.<\/p>\n While details are positive, too much detail can result in irrelevant information. As the interviewer, stop them from speaking and steer them back to the point they were trying to make. Interject by saying something like:<\/p>\n \u201cThat\u2019s really great information but I would appreciate it if you could tell me more about X.\u201d<\/p><\/blockquote>\n Also mention that there\u2019s a limited amount of time and it\u2019s important to use the time efficiently. Top performing sales reps will appreciate these efforts as they understand time is valuable.<\/p>\n It\u2019s common to think that because sales reps typically have strong personalities, the hiring manager has to display a certain level of intimidation to match said strong personality. This can either help match the candidate\u2019s tone or cause them to feel intimidated and drop out of the recruitment process.<\/p>\n Daniel Galvin<\/a>, Pipedrive\u2019s<\/a> Head of Support and Sales states<\/a>:<\/p>\n \u201cI\u2019ve interviewed people who would survive well in \u2018intimidation interviews,\u2019 but are terrible at sales. I\u2019ve also interviewed people who would fail, yet are some of the best salespeople I\u2019ve ever met. Is it worth losing talented people before they ever started because you want to show them you are in charge?\u201d<\/p><\/blockquote>\n Behavioral interview questions inquire about specific selling activities and behaviors the candidate has done in the past, whereas regular interview questions ask what the candidate would do in certain situations.<\/p>\n Without using behavioral questions, sales hiring decisions are based on hypothetical promises instead of facts.<\/p>\n Organizations make the mistake of thinking it\u2019s only the candidate\u2019s job to prove why they\u2019re the right fit for the role. With nearly 75%<\/a> of candidates today being passive, providing upfront information about growth opportunities, role responsibilities, compensation, and culture will help entice<\/a> these ideal candidates.<\/p>\n There is a fine line between taking the necessary amount of time to interview a candidate and stringing them along. Top performers understand when they are being strung along \u2013 they are quick to know which prospects won\u2019t close \u2013 and will back out<\/a> of the process as a result.<\/p>\n Prolonging the interview process beyond a third in-person interview is a sign<\/a> that the process is broken, candidates see this as a poor work environment, and they drop out.<\/p>\n It takes an average of seven seconds to form initial judgments about someone, according to recent research<\/a>. Even people who have the best intentions can harbor different beliefs and attitudes of which they\u2019re not aware \u2013 biases.<\/p>\n Non-performance based factors like the Halo Effect, often cause interviewers \u00a0to eliminate A-players from the hiring pool, or make the mistake of hiring mediocre candidates.<\/p>\n Some examples of interview bias includes:<\/p>\n Halo Effect occurs when the interviewer lets one positive factor take precedence and influence the rest of the interview. Horns Effect\u00a0occurs when the interviewer lets one negative factor take precedence and influence the rest of the interview. Similarity Effect occurs when an interviewer rates a candidate based on characteristics the appraiser sees in themselves.<\/p>\n To combat interview bias, three entrepreneurs<\/a> created software that eliminates ethnicity, gender, age, and educational background from a job seeker\u2019s application, which many companies like Dolby<\/a> and Mozilla<\/a> have implemented.<\/p>\n With this software, companies review and evaluate applications solely based on skills and experience, and decide whether to invite the applicant in for an interview.<\/p>\n Paying attention to the interviewees behaviors helps hiring managers make the decision to either move forward with a candidate or eliminate them. These conscious and unconscious behaviors give insight into the kind of experiences clients will receive in the field, should the candidate be hired.<\/p>\n Some of these behaviors include:<\/p>\n Paying attention to the interviewee\u2019s body language and nonverbal communication, shows how interested they are in the role and how they will conduct themselves in the field. Body language includes facial expressions, eye contact, hand gestures, posture, and more.<\/p>\n Humans produce over 700,000 signs, more than 5,000 distinct hand gestures, 250,000 facial expressions, and over 1,000 different postures, according to recent research<\/a>.<\/p><\/blockquote>\n With 55<\/a> percent of effective communication being body language, paying attention to these signs will help make effective sales hiring decisions.<\/p>\n The more open the body is positioned, the more receptive the person is. If they have their arms folded across their chest or have their fists clenched, they\u2019re defensive and unhappy. If their body is oriented away, they are detached or disengaged \u2013 which indicates that they\u2019re disinterested in the interviewer, the role, or your company.<\/p>\n In contrast, if they use open hand gestures, this is a sign of interest. For example, they may have their hands resting openly on the table as they answer questions, which indicates a positive emotional response. When their body is directly facing the interviewer, they\u2019re engaged and interested.<\/p>\n Eye contact is a critical step in building rapport and being able to successfully sell. Maintaining eye contact for 60-70<\/a> percent of a conversation is optimal in developing rapport.<\/p>\n Pupil size, for example, aids in measuring someone\u2019s interest. When the pupils dilate, it indicates there are positive feelings towards the individual or object they are looking at. In this case, it would be the hiring manager and the role being discussed. If the pupils constrict, they are less receptive and disengaged from the conversation.<\/p>\n \u201cIt\u2019s not what you say, it\u2019s how you say it.\u201d<\/p>\n Sound familiar?<\/p>\n Paying attention to a candidate\u2019s tone of voice provides insight into their ability to prospect, build relationships, negotiate to close deals, and win new business.<\/p>\n Voice inflection is one way of evaluating if a salesperson can emphasize the important parts of a sentence so the client thoroughly understands the value of the product or service they\u2019re selling. In this case, the candidate is selling themselves and should be able to emphasize their important attributes.<\/p>\n The energy of their voice aids in determining their ability to have an effective conversation versus talking over someone. Being driven individuals, salespeople are eager to move onto next steps, which causes speedy communication.<\/p>\n A top salesperson communicates with purpose, while maintaining a steady pace the average person \u2013 or client, can follow. Their voice\u2019s energy is a direct reflection of what \u00a0clients will experience during a cold call or presentation.<\/p>\n A salesperson\u2019s tone of voice could be the determining factor between winning a large deal, or losing it to a competitor.<\/p>\n A candidate asking questions is an indication that they have done their due diligence in researching the company and are interested in gaining a robust understanding of the role.<\/p>\n Some examples of questions a candidate could ask are:<\/strong><\/p>\n Top performing salespeople go to interviews prepared to ask questions<\/a> that help them determine if the role is a good fit<\/a>.<\/p><\/blockquote>\n Before selecting your sales interview questions, create a set of mandatory hiring criteria all candidates are required to meet to be considered for the position. This will allow you to select interview questions that correlate with what success looks like in the role.<\/p>\n Once the hiring criteria is established, choose the interview questions that will gather the information needed to determine if a candidate has all the skills, experience, and competencies needed for success.<\/p>\n Geoff Smart<\/a> and Randy Street<\/a>, authors of Who<\/a> define an A-players as:<\/p>\n \u201cA candidate who has at least a 90 percent chance of achieving a set of outcomes that only the top 10 percent of possible candidates could achieve.\u201d<\/p><\/blockquote>\n Interviewers should use their chosen questions to either move them closer to an A-player with a 90 percent chance of being successful, or closer to eliminating a below average salesperson from the candidate pool. If a question does not move the interview in either direction, it does not serve a purpose.<\/p>\n Question 1: When in your career have you been required to do cold calls?<\/p>\n Question 2: How do you maintain a positive outlook in the face of rejection?<\/p>\n Question 3: How do you approach prospecting for new leads and opportunities?<\/p>\n Question 4: Do you generate your own leads and opportunities?<\/p>\n Question 5: What percentage of your leads have you turned into successful sales?<\/p>\n Question 6: What tactics do you use to build your pipeline?<\/p>\n Look for answers that involve their lead generation strategy and quantifiable metrics to back it up. These metrics help determine the level of activity the sales rep needs to maintain to achieve their targets. Their answer could include number of cold calls, meetings, pipeline size, and more. For example, if their lead to close ratio is 6:1 and you will expect them to close ten deals per quarter, that means they need to have at least 60 client meetings per quarter to close those ten deals.<\/td>\n If they\u2019re not able to describe when and how they did their prospecting, cold calling, etc, then they\u2019re at risk of coming into the role not knowing how to develop and execute a prospecting strategy. It\u2019s also an indication that they were not out in the field looking for new business \u2013 which is needed if you\u2019re looking for a salesperson to help grow your business.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n Question 7: How long is your average sales cycle?<\/p>\n Question 8: What is your average deal size? Please be as specific as possible.<\/p>\n Question 9: Who are your typical decision makers?<\/p>\n Question 10: Describe to me your biggest career win. Please include the company name, stakeholder titles, deal size, sales cycle, what you sold, and the date.<\/p>\n Look for specific pieces of information associated with deals they have closed in the past. This information should include the company name \u2013 if they\u2019re not comfortable providing the company name then ask for the company size and industry \u2013 stakeholder titles, deal size, sales cycle, what was sold, the date, and how they won the deal.<\/td>\n There should be 2-3 deals that stick out in their mind as big wins. If they cannot recall a specific example or claim there are too many to choose from, then perhaps they haven\u2019t had any big wins.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n Question 11: To what extent have you been involved in contract negotiation?<\/p>\n Question 12: Give me an example of a time when you worked with a difficult prospect?<\/p>\n Question 13: Describe a time when a client was looking to end business with your organization, but you retained them?<\/p>\n Question 14: When in your career have you given presentations to senior decision makers, such as C-Suite?<\/p>\n Question 15: Tell me how you handle unresponsive prospects during a pitch or presentation.<\/p>\n Question 16: On average, how many presentations do you give every week, month, or quarter?<\/p>\n Look for strong verbal communication skills, such as tone of voice and voice inflection, which helps convey importance and meaning when working with clients. Also look for positive, non-verbal communication, such eye-contact and open body language, as it helps build relationships with prospects.<\/td>\n Be conscious of the amount of eye contact they\u2019re giving as anything below 60 percent indicates a lack of rapport building skills. Also be aware of closed body language \u2013 which can include clenched fists, crossed arms, and how their body is oriented \u2013 as it indicates disengagement and disinterest.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n Question 17: What are some industry related selling obstacles you\u2019ve had to face?<\/p>\n Question 18: Describe a time when you lost a deal?<\/p>\n Question 19: When in your career have you had complete autonomy and were required to manage\/grow your territory as if it was your own business?<\/p>\n Look for specific issues they\u2019ve faced within their industry \u2013 such as their product being more expensive, weather conditions impacting product performance, competitor\u2019s products making theirs obsolete \u2013 and how they\u2019ve overcome them. If they did not overcome the issue, what steps did they take in their efforts?<\/td>\n Discussing failures is equally as important as discussing wins. If a salesperson is not able to think of any challenges or issues they\u2019ve faced in the past, then it is unlikely they will be able to come up with solutions to future problems.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n Question 20: How would you describe your selling approach?<\/p>\n Question 21: How do you establish relationships with clients?<\/p>\n Question 22: Give me your typical sales pitch for your current product or service.<\/p>\n Question 23: Describe a time when you had to change your selling approach to suit a client\u2019s needs?<\/p>\n Look for references to a specific selling methodology, such as Six Sigma Black Belt, Sandler, SPIN, Miller Heiman, Challenger, etc. This is an indication of either formal sales training or a drive to improve themselves through learning independently (ie, reading books, listening to webinars, etc). Top performing salespeople have sales strategies they have perfected over time and alter them to fit different clients.<\/td>\n If the candidate is not familiar with any formal selling methodologies or if the candidate doesn\u2019t have a strategy, then it indicates that they are an underperformer who just \u201cwings it\u201d and hopes for the best. It also shows their lack of motivation to better themselves in their selling career as they haven\u2019t worked to improve their approach, skills, and performance.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n Question 24: When in your career have you built a territory from little or nothing?<\/p>\n Question 25: Describe to me your quota and quota attainment numbers over the past five-years.<\/p>\n Question 26: How did you go about achieving your sales goals?<\/p>\n Question 27: What was the size of the sales team you were\/are on?<\/p>\n Question 28: Describe a time when you did not hit your targets or achieve a set goal.<\/p>\n Look for specific data that showcases their success over the past five-year \u2013 or longer \u2013 such as their quota attainment, territory growth, number of new clients they\u2019ve acquired, etc. For example, a top performing salesperson would say \u201cI increased sales by 50% year over year.\u201d<\/td>\n Not being able to provide quantifiable evidence of success is an indication that perhaps they haven\u2019t had success. If the candidate doesn\u2019t know what they achieved, how did they know they were successful? For example, an underperforming salesperson would say \u201cI increased sales last year.\u201d<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n Strengths and Weaknesses<\/strong><\/p>\n Question 29: Why do clients choose to buy from you?<\/p>\n Questions 30: What are 2-3 of your strengths as they relate to sales.<\/p>\n Question 31: What are 2-3 of your weaknesses as they relate to sales.<\/p>\n Look for clear descriptions of what the candidate believes they do well and potential areas of improvement. Also look for why they believe these are their strengths and weaknesses. For example, if one of their strengths is building relationships and one of their weaknesses is that they get nervous when pitching their products or services, then perhaps they are reading books or attending seminars to improve their presentation skills.<\/td>\n If the candidate is unable to discuss their strengths and weaknesses, it\u2019s an indication of a lack of self awareness \u2013 which also indicates a lack of structure in their selling. If the candidate does not know where their strong points are then they can\u2019t leverage them to close deals. If they\u2019re unaware of their weaknesses, then they run the risk of letting these weaknesses get in the way of building relationships and closing business.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n Question 32: How would you describe the corporate culture of your current or past company?<\/p>\n Question 33: What kind of environment do you thrive in?<\/p>\n Question 34: How would you describe your ideal Sales Manager?<\/p>\n Question 35: What are some of the positive traits you look for in a sales leader?<\/p>\n Question 36: What core values should all strong sales organizations possess?<\/p>\n Question 37: How would the rest of your sales team describe you?<\/p>\n Look for a clear picture of the kind of environment the candidate has worked in and the kind of environment they want going forward. It\u2019s critical to discover what kind of environment they thrive in \u2013 \u00a0which could include a collaborative sales team culture, a hands-off management style, a customer centric selling approach \u2013 to ensure the company environments are a match.<\/td>\n If the candidate is unsure about the culture they\u2019ve been a part of and the kind of culture they want, or if the culture they\u2019re describing doesn\u2019t align with your own, then there is potential for conflict. For example, if the candidate needs a Sales Manager who is at the office everyday to offer assistance, but you have a Sales Manager who works remotely, then this is a potential issue.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n Question 38: What motivates you as a salesperson?<\/p>\n Question 39: How do you define sales success?<\/p>\n Question 40: What kind of sacrifices have you made to be successful?<\/p>\n Question 41: Why are you looking to leave your current role?<\/p>\n Question 42: Why have you chosen sales as your profession?<\/p>\n Question 43: What do you dislike about sales as a profession?<\/p>\n Question 44: What are some of your short-term goals?<\/p>\n Question 45: How do you plan on achieving your goals?<\/p>\n Look for details about why they\u2019ve chosen sales as a career path, why they\u2019ve chosen to stay in sales, and why they get up every day and perform their tasks. A top performer\u2019s motivators could be earning potential, ranking high on their sales team or within their organization, job security, and much more.<\/td>\n If the candidate doesn\u2019t have a clear motivator, then perhaps they are not motivated to be in sales. Lacking a motivator means lacking the drive to meet and exceed targets. For example, an underperforming candidate might give a vague answer like, \u201cI kind of fell into sales and just decided to stay in it.\u201d<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n Question 46: How do you stay current on your customers, your industry, and products?<\/p>\n Question 47: What are some books you have recently read to further your knowledge of sales and your industry?<\/p>\n Look for indications that the candidate is consistently working to further their knowledge and get a leg up on the competition. Look for specific webinars, seminars, books, and podcasts, that they\u2019ve used to educate themselves. Top performers use things like conferences and seminars to expand their network and client base.<\/td>\n If the candidate isn\u2019t doing anything to further themselves, then it\u2019s an indication that they do not have any future goals and do not have a desire to better themselves. It also shows a lack of adaptability as industries change. As a result, they could be using old selling techniques or information that is no longer relevant in the market.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n Question 48: What do you know about our organization?<\/p>\n Question 49: Why should we hire you?<\/p>\n Question 50: What questions do you have for us?<\/p>\n Look for specific pieces of information about your organization \u2013 which could include your company history, community involvement, new product releases, awards, etc \u2013 \u00a0that indicate the candidate has done the due diligence of researching your organization. Look for the candidate to relate what they know about your organization to why you should hire them. For example, if you\u2019ve recently released a new product, they could discuss how they have experience launching new products into the market.<\/td>\n If the candidate hasn\u2019t done any research on your company and cannot speak to why they want to work at your organization, then it\u2019s an indication of a lack of motivation and interest in the role. By having little to no information about the company they\u2019re interviewing with, the candidate is simply looking at this as a job they will switch to \u2013 which can result in quick employee turnover rate \u2013 versus a strategic opportunity for their career long-term.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n Question 1: When in your career have you managed a sales team?<\/p>\n Question 2: How would you describe your sales management style?<\/p>\n Question 3: If we asked your current or past team members to describe their experience reporting to you, what would they say?<\/p>\n Question 4: What is the largest sales team you have successfully managed?<\/p>\n
\nLegal guidelines<\/a>
\nCommon interview mistakes<\/a>
\nBeing aware of your candidate<\/a>
\nTop sales interview questions<\/a>
\nHow to eliminate a candidate<\/a>
\nSuccess stories<\/a>
\nSales interview template<\/a>
\nPeak\u2019s best practices<\/a><\/p>\n![\"\"](\"https:\/\/media.peaksalesrecruiting.com\/wp-content\/uploads\/2024\/01\/Interview-Guide2.png?strip=all&resize=150%2C150\")
Now, look ahead . You\u2019ve hired the candidate, provided necessary training, and have allowed sufficient time to onboard and ramp up.<\/p>\nHere is your ultimate guide to conducting successful sales interviews.<\/h2>\n
Rule #1: You Need To Be Just As Prepared As The Candidate<\/a><\/h3>\n
Top performers expect you to have a robust understanding of the role:<\/h4>\n
![\"top](\"https:\/\/media.peaksalesrecruiting.com\/wp-content\/uploads\/2024\/01\/Interview-Guide3.png?strip=all&resize=150%2C150\")
<\/p>\nYou\u2019ve got the tools needed for proper assessment:<\/h4>\n
Rule #2: You Need to Abide by Legal Guidelines**<\/a><\/h3>\n
![\"candidate](\"https:\/\/media.peaksalesrecruiting.com\/wp-content\/uploads\/2024\/01\/Interview-Guide4.png?strip=all&resize=150%2C150\")
For example, under federal and state laws, it is illegal to discriminate against a candidate based on race, color, sex, religion, national origin, disability, and age.<\/p>\n\n
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![\"implied](\"https:\/\/media.peaksalesrecruiting.com\/wp-content\/uploads\/2024\/01\/Interview-Guide5.png?strip=all&resize=150%2C150\")
Another area to avoid is making promises or guarantees in an interview. Interviewers may say things like \u201cpermanent position\u201d or \u201cjob security\u201d, which causes the candidate to hold them accountable for said statements. These candidates can then claim a breach<\/a> in their implied employment contract, should any of the verbal promises not come to fruition.<\/p>\n
\nBy doing this, interviewers avoid any one candidate claiming they\u2019ve been singled out based on a specific question.<\/p>\n
\nQuestions should serve the end goal of discovering if a candidate has the skills, experience, and competencies to be successful in the role. If the question doesn\u2019t serve the end goal, then it shouldn\u2019t be asked.<\/p>\nRule #3: Don\u2019t Make These Common Mistakes<\/a><\/h3>\n
Allowing the candidate to take control of the conversation<\/strong><\/h4>\n
Using intimidation to get answers <\/strong><\/h4>\n
Not asking behavioral questions<\/strong><\/h4>\n
![\"behavioral](\"https:\/\/media.peaksalesrecruiting.com\/wp-content\/uploads\/2024\/01\/Interview-Guide6.png?strip=all&resize=150%2C150\")
By asking behavioral questions, the candidate is offering details about their past success, which is used to measure their potential success in the new role. Position these questions in a way that requires them to provide an example to support their claims.<\/p>\nNot being transparent about the role<\/strong><\/h4>\n
Prolonging the interview process<\/strong><\/h4>\n
![\"interview](\"https:\/\/media.peaksalesrecruiting.com\/wp-content\/uploads\/2024\/01\/Interview-Guide7.png?strip=all&resize=150%2C150\")
Typically at the third<\/a> interview, candidates will begin to ask if it is the final step in the process.<\/p>\nFalling prey to interview bias: <\/strong><\/h4>\n
![\"\"](\"https:\/\/media.peaksalesrecruiting.com\/wp-content\/uploads\/2024\/01\/Interview-Guide8.png?strip=all&resize=45%2C37\")
Leniency\/ Strictness Bias occurs when people differ in how they evaluate people. One interviewer may be harder on candidates than other interviewers.<\/p>\n![\"interview](\"https:\/\/media.peaksalesrecruiting.com\/wp-content\/uploads\/2024\/01\/Sales-Assessment-Tests_HALO-2.png?strip=all&resize=50%2C50\")
<\/p>\n![\"interview](\"https:\/\/media.peaksalesrecruiting.com\/wp-content\/uploads\/2024\/01\/Sales-Assessment-Tests_Horns.png?strip=all&resize=50%2C50\")
<\/p>\n![\"interview](\"https:\/\/media.peaksalesrecruiting.com\/wp-content\/uploads\/2024\/01\/Sales-Assessment-Tests_Contrast.png?strip=all&resize=50%2C50\")
<\/p>\nBe Aware of Your Candidate\u2019s Behaviors<\/a><\/h3>\n
Their body language<\/strong><\/h4>\n
Their tone of voice<\/strong><\/h4>\n
![\"tone](\"https:\/\/media.peaksalesrecruiting.com\/wp-content\/uploads\/2024\/01\/Interview-Guide10.png?strip=all&resize=150%2C150\")
When forming conclusions about an individual, 38%<\/a> of effective communication is tone of voice. Therefore, as hiring managers interview candidates, 38% of the evaluation is based on the tone of voice they experience.<\/p>\nIf they have questions<\/strong><\/h4>\n
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A Comprehensive List of the Top Sales Interview Questions<\/a><\/h3>\n
\nTo help you create your hiring criteria, download the worksheet here.<\/strong><\/em><\/span><\/h3>\n
\nProspecting<\/h4>\n
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Deals<\/h4>\n
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Communication and Negotiation<\/h4>\n
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Problem Solving<\/h4>\n
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Selling Approach<\/h4>\n
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Sales Performance<\/h4>\n
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Culture and Environment<\/h4>\n
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Drivers<\/h4>\n
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Industry Knowledge<\/h4>\n
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Specific to Your Organization<\/h4>\n
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\n \n What to look for:<\/h5>\n
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Questions for a Sales Management Role**<\/h4>\n
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