Hiring salespeople is different from hiring for most other roles. Past performance is a reasonable predictor of future results, but only if you ask the right questions to surface how a candidate actually sells. This guide covers specific interview questions organized by topic and role type, with practical notes on what to listen for.
What to Look for in Sales Candidates
Before diving into questions, it helps to establish what separates strong sales candidates from the rest. Look for:
- Process thinking. The best reps can articulate a repeatable methodology, not just tell war stories.
- Resilience. Sales involves constant rejection. Candidates who can describe how they bounce back tend to last longer.
- Curiosity. Great salespeople ask good questions. Pay attention to whether the candidate is asking you questions during the interview.
- Coachability. The candidates who can describe a time they received and applied feedback are the ones who will improve over time.
- Activity orientation. Results matter, but candidates who respect the process and the daily activities that drive results are often more consistent.
Questions About Sales Process and Methodology
These questions reveal whether the candidate has a repeatable approach or relies on instinct alone.
"Walk me through your sales process from prospecting to close." Listen for: A structured, logical sequence. Strong candidates can articulate each stage and explain why it matters.
"How do you qualify a prospect before entering a demo or presentation?" Listen for: Use of a qualification framework (BANT, MEDDIC, CHAMP, etc.) or at least a consistent set of criteria they apply every time.
"How do you typically structure a discovery call?" Listen for: A focus on questions over pitching. The best discovery calls are 80% listening and 20% talking.
"What's your approach to closing? Do you use any specific closing techniques?" Listen for: Candidates who close naturally by addressing objections and confirming next steps, rather than relying on pressure tactics.
Questions About Handling Objections
Objection handling is where sales experience shows most clearly.
"Tell me about a time a prospect raised an objection you didn't have a good answer for. How did you handle it?" Listen for: Honesty and resourcefulness. Did they research the answer? Loop in a teammate? Turn it into a learning experience?
"What are the most common objections you hear in your current role, and how do you typically address them?" Listen for: Specificity. Vague answers suggest surface-level experience. Strong candidates will cite exact objections and their responses.
"How do you handle price objections specifically?" Listen for: An ability to reframe the conversation around value rather than immediately discounting.
Questions About Activity and Pipeline Management
These questions separate disciplined performers from those who rely on luck.
"How do you structure your week to ensure you're hitting your activity targets?" Listen for: Time-blocking, prioritization, and a clear understanding of which activities drive results.
"Walk me through how you manage your pipeline. What CRM tools do you use and how?" Listen for: CRM hygiene habits. Candidates who keep their pipeline clean and up-to-date are more predictable.
"How do you forecast your number? What goes into your confidence level for a deal closing?" Listen for: A data-driven approach. Gut-feel forecasting is a red flag; multi-factor confidence scoring is a green flag.
"What would you do if you started a new role and your pipeline was completely empty?" Listen for: Prospecting creativity and a sense of urgency. Strong candidates have a plan for this scenario.
Questions About Teamwork and Culture Fit
Sales can be individualistic, but top performers still need to collaborate.
"How do you handle a situation where a deal requires help from marketing, product, or support teams?" Listen for: Cross-functional collaboration skills and an ability to advocate for prospects internally without being combative.
"Describe a time you helped a teammate who was struggling to hit their number." Listen for: Generosity and team orientation. Lone wolves can work in some environments, but most teams benefit from shared knowledge.
"What kind of sales culture brings out your best work?" Listen for: Self-awareness. Candidates who know what environment they thrive in are more likely to be satisfied and perform well.
Role-Specific Questions
Different sales roles require different strengths.
For BDR/SDR candidates:
- "How many calls or emails do you typically send in a day, and what's your conversion rate?"
- "How do you research a prospect before reaching out?"
- "Tell me about the longest cold call streak you've had without a meeting booked. How did you stay motivated?"
For AE candidates:
- "Walk me through your typical demo. What's your framework for moving a prospect from interest to commitment?"
- "How do you handle a deal that's been stuck in negotiation for weeks?"
- "What's your average deal size and close rate over the last 12 months?"
For Account Manager candidates:
- "How do you identify expansion opportunities within existing accounts?"
- "Describe your approach to quarterly business reviews."
- "How do you handle a client who is considering leaving for a competitor?"
Role-Play Scenarios to Include
Role-plays reveal more than conversation alone. Consider including:
Discovery role-play. Ask the candidate to interview you (as a prospect) for 10 minutes and then summarize their understanding of your needs. This tests listening and qualifying skills.
Objection handling scenario. Give the candidate a realistic objection and see how they respond in real time. This surfaces their composure and adaptability.
Competitive displacement. Ask the candidate to explain how they would approach a prospect who is happy with a specific competitor. This tests competitive knowledge and positioning skills.
Sales hiring is about pattern recognition. The more structured your interview process, the better your ability to compare candidates fairly. Use these questions as a starting point, adapt them to your specific sales model, and always look for evidence of repeatable, transferable skills rather than relying solely on quota achievement numbers.