Sales interview questions: The 10 most common questions and how to answer them

When you are being interviewed for a sales role, the aim is to sell yourself to the interviewer – something most outside of the sales industry would view as easy for those in sales roles. This blog highlights the most common sales interview questions and how you can approach them for the best outcome.

12 mins read
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6 months ago

Selling yourself is crucial for a sales role – especially when responding to those sales executive interview questions – because hiring managers will want you to sell yourself as you would their products.

At Reed, we have experience with thousands of candidates who are looking for a new sales career, whether they are beginners or experts in the head of sales or sales and marketing director roles – so we have an idea of what sales interview questions you will likely face and how to answer them.

This blog is also a useful resource for those in charge of sales talent acquisition who need sales interview questions ideas to find the best people, whether they are looking for sales manager interview questions, sales director interview questions, or sales executive interview questions.

Here are our top 10 sales interview questions – and how to answer them:

Sales interview questions and answers

What do you know about our company?

This is the most frequent question in a sales interview. The interviewer wants to know if sales interviewees have done their research and understood their organization before their interview.

What kind of answers should candidates give?

If you are not ready to answer this sales interview question, then the interviewer will think that you are also unprepared for making sales calls. The key to answering this question is doing your homework. Make sure you examine the company website of the business you might work for. You should also look at their social media presence – this can involve sites like Facebook, Twitter, Instagram, and even TikTok, but remember that if the company is B2B-oriented, LinkedIn will probably be an important tool.

When answering sales interview questions like this one, think about what drives you and how that drive aligns with the mission statement and employee value proposition of the company you want to join.

What kind of responses should you look for as an employer?

Employers who pose this type of sales interview question should expect candidates to comprehend their business, what drives it, and how that matches their own values. Ideally, responses would contain examples of a candidate’s research, maybe a reference to some sales leaders, what they have posted on LinkedIn, and how that mirrors the company’s culture. It might also include proposals on how to enhance product sales directly to the customer through social media.

Ideally, when responding to sales job interview questions, candidates should be well-informed about your company but also go beyond that and offer constructive suggestions from their research results.

How do you feel about making cold calls?

This is one of the most common sales job interview questions, as cold calling is a vital skill for the job, especially for sales advisor interview questions. The interviewer will want to learn about your background, self-assurance, and character.

What kind of responses should candidates give?

When responding to this sales interview question, you should try and show that you are sociable and can initiate a dialogue.

If you can provide examples of when you have performed this task before, that can be very beneficial.

You could also stress how even though results may vary on a cold call; doing research on the individual and business you are contacting can be very helpful.

What responses should you look for as an employer?

Employers should seek candidates who can reply to this sales advisor interview question in a confident, friendly, and optimistic way.

The reply should always be yes, even if they have never done the task before. This is, after all, their opportunity to sell themselves.

What are your strengths as a sales representative?

This is one of the questions to ask in a sales interview that will really allow the candidates to showcase themselves. It’s an opportunity for interviewees to discuss the main aspects of their previous achievements and how they relate to this new role.

What kind of responses should candidates give?

When responding to this sales interview question, candidates should not only praise the work they have done before but describe what abilities and traits they have that have enabled them to accomplish their objectives.

If you did hundreds of cold calls a day to reach your goals, then brag about it.

If you created a smart email campaign to target specific people, then this sales job interview question will let you explain how and why you did it – and how your strategies can work again for your potential employer.

What responses should you look for as an employer?

Hiring managers should seek candidates who can sell themselves and demonstrate how they have excelled in the past, especially if they are asking sales executive interview questions.

Realistically candidates should mention how they have a passion for solving problems, can be empathetic when talking to prospective customers, and know how to seal a deal.

The past can indicate the future, and if you are a hiring manager asking this sales interview question you will get a sense of how candidates perform and how they are likely to tackle and meet your organization’s sales targets.

What drives you?

When it comes to questions to ask in a sales interview, in this case hiring managers want to understand what motivates a candidate – why do you want to work in sales, what about this job and our company excites you?

What kind of responses should candidates give?

Candidates should try to align their responses to the goals of the company they want to join. Of course, salary and bonus are going to be significant motivational factors, but it is important to expand any answer beyond that.

A good answer to sales interview questions like this would be to emphasize how you exceed your quota and aim to improve your personal best results.

What responses should you look for as an employer?

As an employer, with such sales interview questions and answers, you should seek candidates who can explain why they are enthusiastic and driven.

In response to this question, you will need to ensure that interviewees are being truthful and genuine and can come up with two to four things that are really important to them in a work environment.

This answer shouldn’t be about money, it may be a minor factor, but candidates should talk about topics such as their career goals, diversity, company culture, work environment, targets, personal motivators, and teammates.

What are you looking for in your next job?

Sales interview questions – whether they are for sales executive or sales advisor positions, are often similar to those you will face at most job interviews – and this question is a good example of that.

Interviewers ask this as they want to ensure you are a great fit for their company.

What kind of responses should candidates give?

Candidates responding to such sales job interview questions, should use their understanding of the company they are applying to along with their own interests when answering this question. If you are asked this sales interview question, you could mention workplace culture, tools that are provided by that company or management styles.

You may also want to think about addressing the hiring company’s standards, goals or work environment in your response.

What responses should you look for as an employer?

As the interviewer for a sales role by asking this question you will be looking for insight into your potential employee’s reasoning behind leaving their current role and their hopes and ambitions for the future.

In response to this question, you should look for clear responses – everyone knows what they want – whether that be more job satisfaction, more learning opportunities, or a cooperative team culture. From your interviewee’s response, you should be able to determine whether they are a good match for your business and how they can add a new dimension to your team.

What do you dislike about sales?

This is a sales interview question that will challenge those applying for both sales representative and sales executive roles. Along with questions to ask in a sales interview such as describing your weaknesses, or how you have solved a conflict at work, this can really make a candidate think.

What kind of responses should candidates give?

Anyone who is asked a sales interview question about what they dislike in sales should be honest and candid in their answer – but be sure to balance the negatives by talking about what you enjoy about the job.

There are positives and negatives in every role and field, so being honest is important, but this is another chance to talk about why you applied for the position.

What responses should you look for as an employer?

We all know that sales can be a high-pressure industry – this may be a common theme in response to this question. However, hopefully, your interviewee will emphasize how they cope well with pressure.

In response to this question, you need to look for your candidate to discuss both sides of the issue. Mentioning their negative answer but offsetting the answer with more positives. Obviously, anyone who tells you why they simply don’t like the sector may want to consider changing their career path.

What are you seeking in your next role?

This is a very typical sales advisor interview question that aims to find out if the candidate has a positive, proactive attitude. Hiring managers are looking for people with a growth mindset, who can really contribute to their team.

What kind of responses should candidates give?

For people responding to such sales interview questions, it is important not to dwell too much on what is wrong with your current job. Instead, focus on what you have gained from it and how you are now eager to advance.

What responses should you look for as an employer?

Interviewers want to hear from someone who is focused on the opportunity in front of them – what they can offer to the role and how that will benefit the company, and vice-versa. A hiring manager would want candidates to talk about how they are looking for a new challenge or adventure, and where they can apply the skills they acquired at their current employer to achieve goals for the potential new one.

You should pay close attention to your interviewee’s response looking for signs of trouble in their last position – are they leaving because they had a bad relationship with their manager, or are they looking to work for you because you pay more? If their answer is based on dissatisfaction in their last role, you may want to explore this further, to ensure they are going to be happy working as part of your team.

Hopefully, your interviewee will also give you insight into what most attracted them to your job role – they may have applied because they saw something unique or appealing about your company, This has the potential to give you insight into how effective your talent acquisition strategy is.

Tell me about a time you achieved or were proud of yourself?

When it comes to sales interview questions and answers, you can’t go wrong with this classic. Interviewers ask this sales job interview question as they want to understand your drive to succeed – and what your greatest accomplishments are.

What kind of responses should candidates give?

Candidates should first describe the situation they were in and any problems that needed to be solved, before going on to say what they were assigned and what their objectives were. The next step to answer this sales interview question is to talk about what action you took.

Do this step by step and explain why you did what you did at each stage. It is, of course, essential to then say what the result was.

What responses should you look for as an employer?

Hiring managers should expect candidates to remember that they are interviewing for a sales role, so any answer should be relevant to that sector. You will want to look out for a time when a candidate was determined, and reaped rewards as a result of their actions. If an interviewee has data to support what they are saying this will help provide a close to perfect answer.

How would your coworkers describe you?

This sales interview question reveals how well a candidate can assess themselves, and also gives hiring managers a sense of how they would fit in with their organization’s culture and existing team members.

What kind of responses should candidates give?

A good response would see you showcase your abilities and positivity, by talking about how coworkers always praise your perseverance or how goal-driven you are. It is also important to stress how you enjoy the company of your colleagues, how you collaborate well with others as part of a team, and that you enjoy working in a positive and friendly environment.

What responses should you look for as an employer?

When answering this sales jobs interview question, employers will want to hear how someone will adapt to their culture, and how they can adjust to the environment around them. Being part of a team and getting along with other team members is essential.

How did you close your biggest sale?

This question is likely to come up whether you are asking sales executive interview questions, sales director interview questions or sales manager interview questions. This is another opportunity for interviewees for sales roles to sell themselves and talk about how the work they have done has led to tangible success.

What kind of responses should candidates give?

Sales interview questions like this are testing you for examples of your sales achievements. A good response could include details of how you worked with a customer who was unsure about making a purchase and how you convinced them to do so.

What responses should you expect as an employer?

This sales interview question is asking for a concrete example of success, supported by data and information as to how the outcome was achieved. It is a great chance to discover the true skills and knowledge of the person you are interviewing.

Reed has a proven track record in finding sales professionals who boost company performance, as well as the experience and expertise to help sales professionals take their next career step. Contact one of our specialists today.​

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Employee tenure: long-term relationship or short-term fling?
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Employee tenure: long-term relationship or short-term fling?

​We all want committed employees but is length of service a true indicator of engagement? Does simply staying around in an employment relationship mean you’re all in? Of course, there are no simple answers to these questions – each situation is as individual as the parties involved – but it is worth thinking about what benefits both short and long tenure bring – and not rushing to build assumptions (or recruitment practices) on one or the other. 

So, what is employee tenure? It is generally defined as the length of time an individual spends with the same organisation or working for the same employer. According to the CIPD, the most common length of service is between two and five years (22.4%) but employees with over five years’ service make up nearly 50% of the workforce (Jan-Dec 2022).  

Is a long-term relationship better? You can certainly be forgiven for thinking so, as our corporate landscape often places value on long service and actively engages with strategies to lengthen or reward employee tenure. But why? Here are some key benefits of both short- and long-term tenures:

Long-term employee tenure

Increased productivity

Tenured employees tend to have a clear understanding of their roles and company goals due to their experience and time with the organisation. This familiarity with processes and procedures can allow them to work efficiently and contribute positively to productivity, as they are able to navigate the idiosyncrasies inherent in all companies. Quite often, they will have developed practices that enable the most efficient use of time to achieve objectives and outputs; and are then able to influence wider practices to spread the word. 

Stability and commitment 

Tenured employees will often feel more secure in their positions and so, can demonstrate greater commitment to the company. Their loyalty contributes to a stable work environment, which can positively impact team dynamics and overall organisational success. My current HR team has an average tenure of around 10 years, and this contributes to a very supportive and effective working environment – although how they’ve put up with me over the years is still a mystery! 

Skill set and knowledge base

Over time, tenured employees accumulate valuable knowledge and skills specific to their roles. This expertise can not only be passed down to new hires, benefitting the organisation as a whole, but also help with integrating new technologies and processes, ensuring they work for the business. We all have a ‘go-to’ person in our companies who is the fount of all knowledge and can help give a perspective gained from years of experience and insight. 

Company ambassadors

A company that retains its workforce builds a reputation for employee satisfaction. In a world where Employee Value Proposition (EVP) plays an important role in both retention and attraction, having employees who are aligned with the company ethos and happy to talk about why they’ve stayed so long, is a real asset. Plus, they are able to share this insight with new hires, acting as mentors and imparting knowledge and enthusiasm for the company. 

Short-term employee tenure

So, if long tenured employees are the utopia, why does an interim market exist, I hear you ask? What about those contractors who enjoy short-term assignments or project-based roles? Well, as I mentioned earlier, there are benefits to both forms of tenure and while the above benefits can be true of long-term relationships, there is also a lot to be said for a short-term fling (from an employment perspective, I hasten to add): 

Career experience 

Demonstrating experience in diverse roles can make employees more attractive to potential employers, not only for permanent positions but also where a specific skill set or experience is needed. Working in various short-terms roles can help to provide this and organisations then benefit from someone who can bring real-life examples from different workplaces. 

Versatility

Working across different organisations and/or industries means employees will have experience of adapting to new environments or taking on responsibilities they haven't had before. This can encourage a mindset that is open to new ideas, as well as sharing them, and so means organisations benefit from having a versatile employee who excels in new environments. 

Openness

By accepting that an individual is not planning on bedding down within the organisation, employers may find a level of openness and challenge that is not there in others. The short-termer will be happy to challenge the status quo and focus on meeting the objectives in hand, even if that means coming up with new ways of working or unsettling the cart. While this might not be comfortable for all involved, it will foster an environment where ‘this is how it’s always been done’ is no longer a mantra. 

Ambition and drive 

Employees who are prepared to leave a company to seek new challenges or career development that is not available to them if they stay, show a level of ambition that is likely to have benefitted the company during their employment. In addition, they could well be the individuals who return to the organisation as future leaders, and so allowing them the opportunity to gain new experiences, while leaving on good terms, is a no brainer. 

Final thoughts 

With benefits of both types of tenure, where does this leave you? Should you be looking for a serial monogamist or a more open relationship? Well, as with most things in life, there isn’t a simple answer. It’s primarily about striking the right balance within your workforce and accepting that people have different preferences and needs.

Of course, you should be looking to encourage retention and reward those who show loyalty to the company, but you should also embrace those who leave sooner than hoped as they may one day wish to return. Many people, having gained certain skills and experience elsewhere, will fondly remember their experience at an organisation and consider rejoining. Therefore, the main thing to remember is how all employees are treated and valued during their time with you. Who knows, you may rekindle a relationship with an old flame further down the line! 

Looking for your next great hire in the HR space, or looking for pastures new? Contact our specialist consultants to start the journey.

How to become a hotel manager
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How to become a hotel manager

​When it comes to the hospitality industry, the role of a hotel manager is crucial in ensuring the smooth operation of a hotel. From overseeing day-to-day operations to managing staff and ensuring guest satisfaction, hotel managers play a key role in the success of a hotel. If you are considering a career in hotel management, it's important to understand what the role entails and whether it is the right fit for you.

What does a Hotel Manager do?

A hotel manager is responsible for overseeing the overall operations of a hotel, including managing staff, ensuring guest satisfaction, and maximizing revenue. They are typically in charge of setting and achieving financial goals, developing and implementing policies and procedures, and maintaining high standards of customer service. Hotel managers also handle issues such as staffing, budgeting, marketing, and public relations to ensure the hotel runs smoothly and efficiently.

Is a career as a Hotel Manager right for me?

A career as a hotel manager can be both rewarding and challenging. If you have a passion for hospitality, strong leadership skills, and a knack for problem-solving, a career in hotel management may be a good fit for you. It's important to be able to work well under pressure, communicate effectively with staff and guests, and adapt to changing situations in a fast-paced environment. Additionally, a willingness to work long hours, including nights and weekends, is often required in this role.

Key responsibilities of a Hotel Manager

Some key responsibilities of a hotel manager include:

  • Overseeing day-to-day operations of the hotel

  • Managing staff and ensuring they are properly trained and motivated

  • Ensuring guest satisfaction and responding to guest feedback

  • Developing and implementing strategic plans to achieve financial goals

  • Managing budgets and controlling costs

  • Marketing and promoting the hotel to attract guests

  • Maintaining high standards of cleanliness and safety

  • Handling any issues or complaints that arise

Career progression

For those interested in a career in hotel management, there are opportunities for career progression. Many hotel managers start out in entry-level positions and work their way up through the ranks. With experience and dedication, it is possible to advance to higher-level management roles such as general manager or regional manager. Continuing education and professional development can also help hotel managers advance their careers and stay current in the industry.

A career as a hotel manager can be a fulfilling and challenging path for those with a passion for hospitality and leadership. By understanding the role, responsibilities, and potential for career progression, you can determine if a career in hotel management is the right fit for you.

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Allyship in tech careers: benefits for employers
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Allyship in tech careers: benefits for employers

​While investment continues apace to fill the nation’s digital skills gaps, the current reality means employers need to take a different approach if they are to fill their vacancies. One strategy could be through study employee engagement levels. Staff motivation can be increased in various ways, from teambuilding days to financial incentives, but a real connection to an organization and between its people can be significantly enhanced through allyship.  

In the tech sector, where much progress needs to be made in diversity and inclusion, allyship can solve many cultural challenges as well as create opportunities for tech-related careers. 

Q: How important is allyship in the tech sector? 

A: It’s no secret that businesses are struggling with digital skills gaps, which is hampering their ability to develop and remain competitive. This scramble to find tech-savvy talent means many companies are missing out on skilled professionals who have been offered higher salaries when they could instead showcase their commitment to diversity and inclusion. They could be looking to hire people who have been traditionally underrepresented in the sector, including women and people from ethnically diverse communities.  

They could also invest in retraining existing staff who show enthusiasm and aptitude for tech roles. When experienced professionals mentor others, it can make a real difference to the business, not just in terms of filling jobs, but in creating a culture change where employees feel they can develop their careers within the organization. 

Q: How can tech employers build a culture of strong allyship, and how does it work? 

A: Allyship takes time to establish so should be viewed as a long-term investment. It involves a combination of top-down support with leaders dedicated to the in-house training and upskilling of individuals. Managers should also act as allies in support of team members taking on additional tasks to develop their skills. 

Tech careers are fast-paced and require workers who enjoy learning about new developments, identifying where improvements and efficiencies can be made across the business with tech, and keeping abreast of trends. Pairing employees who can naturally form strong working relationships really helps, and the partnership should also be supported by regular feedback and measurable goals. 

Consider setting up employee resource groups for underrepresented communities, where members can network and gain insight from external speakers and advocates to bolster their careers.  

It can also help to cement your allyship plans by promoting it in your job adverts and on your website and social channels. It’s a great benefit so should be shouted about – especially by those who are involved. Encouraging people to spread the word on their own channels and through your employee ambassadors, can be hugely beneficial for business.  

Q: What types of professionals make good allies? How should allyships be formed? 

A: Anyone can be an ally, but the title is not something that can be self-proclaimed, but rather something recognized by the individual or group on the receiving end of the partnership. It is easy while having good intentions, to slip into ‘white knighting’, ‘mansplaining’, or other forms of negatively received behavior. To train yourself out of these habits, if you think you/the ally are prone, is to remember that the focus should be on the individual – their experiences, how they like to learn, and what they want out of the allyship.  

It's a privilege to be asked to be an ally – and speaks volumes for the professional reputation of those selected for the role, usually by HR or senior leadership. But it’s important to be realistic about the partnership, what the ally can offer in terms of time and skills, and measurable outcomes.  

Personality clashes happen sometimes, so it helps to have trial periods where both parties have time to settle into the partnership and work through any teething problems.  

We’ve heard time and again from mentees how useful it has been to have that solidarity – someone in their corner giving them a professional and personal boost, and a new perspective on navigating an industry that can seem challenging at times. 

Q: What forms of allyship work best – does it always have to be about practical support? 

A: We’ve often found that practical and emotional support go hand in hand.  

People wanting to learn new skills are often passionate about their futures and will naturally have concerns about that – as well as how they are progressing and what they want from the partnership. They might want assurances that they are on the right track, or be keen to demonstrate new knowledge. They may see their ally as someone to bounce ideas off as well as to help clarify in their own minds what they ultimately hope to gain from the relationship. 

Other ways to be an ally include acting as a sponsor, a champion, or an advocate for individuals or groups. This might include promoting the allyship externally, standing up for individuals experiencing issues in their careers, or inviting members of underrepresented groups within the business to take on roles with greater visibility, at events or within internal communications. 

Q: Organisations with a culture of allyship will be more attractive to job seekers. What other benefits are there? 

A: Allyship is a benefit that all organizations should seek to offer. It can make the difference between an employee staying or leaving for pastures new. It can attract job seekers and inspire employees who may realize mentoring talents they didn’t know they had.  

The rewards extend beyond the organization itself, into the community – and can make an employer sought out by schools, colleges, and universities who admire the principles of allyship.  

Brand reputation is everything, and today’s professionals won't settle for anything less than people-first organizations. 

To expedite your search for tech talent, don’t hesitate to get in touch.