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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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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Maximise productivity: the power of full annual leave entitlement
5 mins read

Maximise productivity: the power of full annual leave entitlement

​When employing staff, annual leave is often seen as a ‘given’ – a perk that is just considered standard practice. You reward your employees with paid time off – that works right?

Unfortunately, an increasing number of employees across the UK,for example, are not making the best use of their entitlement. According to research by HR software provider Access PeopleHR, there was a 7.7% fall in the annual leave taken by UK workers between 2022 and 2023 across 18 different industries.

Annual leave is not merely a statutory requirement; it’s a strategic asset that can inspire and motivate employees – positively impacting your organisation.

The benefits to you as an employer

As we all know, you as an employer have a duty of care to protect the health, safety and wellbeing of your employees.

You might view annual leave as a cost to your business, but in reality, encouraging employees to take their full entitlement can bring numerous benefits to your organisation.

Increased productivity

Encouraging employees to take time off can significantly boost productivity. Now this may seem unusual at first, but well-rested employees are more efficient and effective. When employees take regular breaks from work, they return with improved focus and energy.

This break from routine tasks allows them to approach problems with a fresh perspective, often leading to innovative solutions, increased output, and a fresh sense of purpose.

Employees who take a large proportion of their annual leave entitlement are often less likely to experience fatigue and stress that could end up leading to mistakes and errors. In the long term, investing in your employees' rest can lead to a more resilient and productive workforce.

Reduced risk of employee burnout

Burnout is a growing concern– with 82% of employees at risk of some form of burnout in 2024. It can lead to decreased performance, increased absenteeism, and higher turnover rates. Encouraging employees to take annual leave can help to mitigate this risk by providing them with the opportunity to recharge and disconnect from everyday work pressures.

Helping employees embrace their annual leave may help reduce the likelihood of experiencing chronic stress, a leading cause of burnout. By promoting a culture that values rest and recuperation, you can help ensure your employees remain engaged and committed to their roles.

It’s more important than ever that people take time off to rest and recharge – so that they can come back stronger than ever.

Improved mental and physical health

We want employers to prioritise both employee wellbeing and productivity, and taking annual leave can play a vital role in maintaining the mental health of employees. Time away from work can reduce stress, improve mood, and boost overall life satisfaction.

Employees who feel mentally and emotionally healthy are more likely to contribute positively to the workplace upon their return to work. They exhibit better problem-solving skills, can enhance their creative thinking, and are generally more motivated.

Heightened employee satisfaction

Employee satisfaction is closely linked to retention rates and overall company morale. Encouraging employees to take their annual leave demonstrates that you value their work-life balance. This can lead to higher levels of job satisfaction and an increased sense of loyalty.

Those who feel supported in their need for rest and personal time are more likely to speak positively about their workplace, reducing turnover and, in turn, attracting top talent. Satisfied employees are also more engaged and motivated, creating a positive feedback loop that benefits the entire organisation from top to bottom.

Ultimately, it’s the duty of managers to help their teams book time off, whether it’s through regular reminders or implementing a simple and efficient booking system. Companies need to take action and discover why employees may be reluctant to take time off, to put strategies in place to support them. It’s also essential that you have a clear view of any requests that come through from your team so that you can manage them promptly.

Alternatives for those who struggle to take their full entitlement

While it’s ideal for employees to take their full annual leave, it’s not always possible. Some employees just don’t want to take it – and that’s fine.

Here are some alternatives to ensure they still get the rest and recovery they need:

Carry forward holiday leave –allow employees to carry over at least some of their unused leave to the following year. This provides flexibility and ensures they don’t lose their entitlement. This can be particularly useful during busy periods when taking time off is challenging.

Time off in lieu (TOIL) –offer additional time off to compensate employees who work extra hours, which can help to compensate for unused leave and give employees some much needed time off at a later date.

Flexible working hours –allow employees to adjust their work hours to accommodate personal needs. Compressed workweeks or staggered hours can help employees manage their time better, reduce stress, and improve work-life balance, even if they can’t take extended periods of time off.

Frequent breaks in the day –encourage short breaks throughout the day to help employees recharge and maintain their focus. This could be between meetings, after they’ve finished a project, or ticked something off their to do list, making it easier for employees to maintain productivity levels even without taking long holidays.

Final thoughts

In most businesses, communication which encourages employees to take time off is key. Having an easy and simple method to book time off, usually via a time management system that allows someone to submit leave for approval to management and HR, is essential.

This can make all the difference and encourage a healthier attitude towards requesting holiday, especially if the system being used is fast, efficient and accessible to all employees.

If you are looking for a talented professional to join your team, or seeking a career change, get in touch with one of our specialist consultants today.

Scientific resume Template
3 mins read

Scientific resume Template

​If you are looking for your next position in the science industry, it is important to optimise and tailor your CV to give yourself the best possible chance of securing your dream role.

Build the perfect scientific resume with our free template below:

[Full Name]
[Home Address]
[Contact Number] • [Email Address]

Personal Statement

This section is your chance to summarise the rest of the resume, and convince the recruiter to get in touch. It is important to keep it brief, between 50-200 words and outline; who you are, any specific skills you have to offer (including ‘soft skills’) and your career aim.

Depending on the role, the key ‘soft skills’ employers are likely to look for include: communication, decision making, leadership skills, problem solving and being a team player. Be sure to reference your ability in these areas wherever possible in your resume.

I have gained valuable experience in [area of expertise] at [organisation name] and have a particular wealth of experience and skills in [specific area]. I graduated in [year] from [university name] with a [degree class] degree in [subject], and am now an [industry] professional.

My important achievements include working alongside the [team name] team at [organisation], and contributing to projects such as [project name]. I was responsible for/organised [task] and increased/decreased [profit/other metric] by [£X/X%].

I am looking for my next opportunity within an [business type/industry] organisation, where I can bring real value and develop my [scientific/research] skills further.


Education

This is your chance to talk about your qualifications, academic and vocational. This is a particularly important section for those with no relevant work experience. You should give detail about what you studied, where and when, and list them in chronological order. If you have many of one qualification, such as GCSEs you might find it useful to group them together.

  • [University Name]

  • [Date M/Y– Date M/Y]

Degree subject and class achieved (list Masters/PhD first)

  • Modules studied

  • Skills used

  • Dissertation brief

[College/School Name]
[Date M/Y– Date M/Y]

A-levels:

  • [Subject] – [Grade]

  • [Subject] – [Grade]

  • [Subject] – [Grade]

[College/School Name]
[Date M/Y– Date M/Y]

GCSEs:

  • [Number] GCSEs, grades [range], including Maths and English

Skills

This section is useful to clearly outline the laboratory/scientific skills you’ve gained at university or in industry. Include even minor relevant skills to increase your chances of being discovered in a resumedatabase search.

Work experience
This should be brief and, as a general rule of thumb, focus on the last five years of your career, or last three roles, in chronological order with most recent at the top.

If you are a recent graduate then work experience should be listed before your degree details - if the work undertaken was relevant. If it was not relevant to your industry then list detailed degree/dissertation information first.

You should highlight your key achievements and use bullet points rather than lengthy descriptions.

[Job Title], [Company Name] [Location]
[Date M/Y- Date M/Y]

Achievements and responsibilities:

  • Brief role overview

  • Worked alongside [team] to produce [project]

  • Implemented [change] which resulted in [benefit]

  • Received an [award name] for [reason]


Hobbies and Interests

This section is not essential to include, but you may wish to depending on the role you are applying for. It can be a useful chance to show a little more of your personality. However, be warned this can be very subjective, ensure anything listed here reinforces your application and the idea that you’ll be the right fit for the role. If you don’t have any real relatable hobbies, it is probably best to omit this section.

I organise a weekly [sport] game, manage bookings, transport and help to coach the team.

Undertook a [course] in order to improve my [skill].


References

References are available upon request.

Download our full scientific CV template.

Coaching for intersectional inclusion
9 mins read

Coaching for intersectional inclusion

​Everyone has multiple layers to their identity, and no one is one label. There are other aspects of their identities to consider, and no one should be put in a box. Many businesses, which celebrate Pride Month, for example, are perceived as not doing enough for people who are underrepresented in more than one way.

Recent research by Culture Amp in ‘The Workplace Diversity and Inclusion Report 2024’ found disabled women and black women are more doubtful of their employers’ equality, diversity, inclusion and belonging (EDI&B) efforts than any other group.

This is likely because women might feel their entire identity and additional barriers aren’t being considered, if they are part of more than one underrepresented group. Some employers’ initiatives provide a base-level overview of inclusion for women, but they might only explore the perspectives of white women, for example, or women in general, with no specific solutions explored for LGBTQ+, disabled or black women, for instance. Each may have very different experiences of what it means to be a woman.

Coaching people within your organisation can help leaders and employees gain a deeper understanding of intersectionality and why it’s important. We interviewed Mary-Clare Race, CEO of Talking Talent, for her insight and best-practice tips on all things coaching and inclusion.

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Q: What's the difference between coaching, mentoring, and other types of training, especially when it comes to equality, diversity, inclusion and belonging?

A: These terms are often used interchangeably in the world of talent development, but we see a clear distinction between them that is especially important when it comes to EDI&B.

In a training situation, the primary goal is typically to transfer knowledge from the facilitator to the participant, to raise their awareness and understanding of a particular topic or skill and provide them with practical tips on how to put that skill into action for themselves.

In a mentoring situation, there is also an element of knowledge transfer, but in a more personalised, relationship based, one-to-one situation where the mentee is paired up with a more experienced mentor who is there to provide them with support, advice and guidance.

Coaching takes the relationship-based approach one step further and focuses on supporting and facilitating the coachee to actively step in and facilitate their own outcomes. It is not about giving them the answer but rather supporting them to find their own answer, their own way forward.

At Talking Talent, we favour a coaching-led approach because it enables a deeper level of behavioural change. The coachee must be actively engaged and motivated to do the inner work on themselves and the coach is there to hold them to account. However, there is a role for all three approaches when it comes to solving EDI&B challenges and real power in combining all three.

Q: How can coaching help businesses become more inclusive and diverse?

A: If you look at what it takes to really move an organisation forward with their EDI&B strategy, we believe you've got to take a systemic approach and build inclusion into your culture and in how people behave every day.

There are several ways coaching can help with this:

Leadership behaviours: by working with a coach, leaders become more aware of their own biases, preferences and how their own identity shapes how they show up as a leader. The coach can help them develop the skills needed to foster a culture of inclusion and hold themselves and others accountable.

Developing talent: in many organisations there are pockets of talent who have been overlooked because of some aspect of their identity. Coaching-led programmes can support under-represented talent to thrive and overcome what may be holding them back so they can fulfil their true potential. And by offering coaching-led programmes that address the unique needs of underrepresented individuals, organisations demonstrate their commitment to supporting the needs of all their employees - thus driving retention and engagement levels up.

Improving culture: at the heart of culture change is the need to move behaviours forward at an organisational level. We believe coaching is the most powerful way to do this for an organisation - by helping individuals and groups develop the self-awareness, emotional intelligence and relational competency to work effectively in diverse teams and build inclusion into the culture.

Q: In your experience, why are diversity and inclusion initiatives so important to organisations and their talent attraction and retention?

A: In our industry, there's been significant backlash against EDI&B efforts, particularly in North America, and this sentiment seems to be growing globally. The issue often lies in viewing EDI&B initiatives as separate from core organisational culture. For me, EDI&B is about creating an environment where every individual, regardless of identity, can thrive and contribute fully. This isn't just about ticking boxes – it's critical for attracting and retaining talent, and crucial for overall business performance.

Ultimately, EDI&B isn't merely an add-on; it's integral to effective leadership and to building success at all levels of your organisation. It's about fostering authenticity, encouraging diverse perspectives, and empowering individuals to contribute their best work. These principles are essential for any business striving to maximise performance and leverage a diverse talent pool, regardless of their specific commitments or strategies. It's about creating a workplace culture where everyone can succeed and where the organisation benefits from the full potential of its people.

Q: Who should be coached in inclusion and diversity within an organisation? And why?

A: When considering who should be coached in inclusion and diversity within an organisation, it's crucial to view these efforts as integral to successful business practice. While not everyone needs individual coaching, it's essential to ensure all members of the organisation are engaged in the journey towards inclusivity.

For leadership teams, coaching can be particularly impactful in fostering a culture where inclusion is actively cultivated and practiced. Leaders can learn to demonstrate inclusive behaviours and set the tone for the entire organisation.

Additionally, focusing coaching efforts on groups that have historically faced barriers – such as women, marginalised ethnicities, or neurodivergent individuals – can be highly beneficial. By addressing systemic challenges these groups face, organisations can promote fairness and unlock their full potential.

Ultimately, the decision on who to coach should be informed by the organisation's current state and readiness for change. A tailored approach ensures that coaching initiatives align with strategic goals and create meaningful impact across the entire workforce.

Q: To what extent is intersectionality considered in your coaching and why is it important?

A: This is one of the reasons why coaching is so effective, because intersectionality is really about the need to recognise we are all more than a set of labels. We have a lot of different aspects of our identity that intersect. Our gender, race, age, sexuality, social background, neurodiversity etc. are all important elements to consider. And it's important to consider the unique experiences individuals have, particularly when they have one or more identities intersecting, and where there might have been barriers against people with those identities.

That's key in our coaching approach, because coaching allows you to meet the individual where they are. It's not so much that we are coaching people about intersectionality, but we're really considering the unique person that comes into the coaching experience.

And the risk of not doing that is you put people in a box, and it can be further disenfranchising for them because they're thinking, "Well, actually, I'm being given this opportunity as a woman, but it's not taking into account all of these other aspects of my identity that are intersecting with it and I am being required to leave that part behind."

By failing to consider intersectionality in a coaching situation you can, in fact, make the situation more difficult for the coachee.

Q: You’re teaching others to be inclusive, but how does your organisation ensure it's walking the walk, not just talking the talk?

A: It's something we're very passionate about obviously, we have our own DE&I council, which is chaired by myself as a CEO, in partnership with our Head of People, and HR.

We are actively looking at all aspects of our culture in terms of how we build inclusion, and how effective our leaders, policies and processes are. Do we feel that they're fair? Is there any way in which we're discriminating against certain groups? Whether that's in our recruitment processes or in how promotions happen or how opportunities are given within the business – and we make that very much a managerial responsibility.

We're also constantly looking at our own metrics and where we need to be rebalancing our employee profile. So, across all aspects of diversity, it's a big focus for us.

And we have a DE&I strategy and plan that we're working to with the support of a council which is made up of different members of our workforce.

Q: What advice would you give to those companies that maybe can't afford coaching services in EDI&B? What can they do themselves to make improvements?

A: For companies facing budget constraints and unable to invest in external coaching services for EDI&B, there are practical steps they can take to drive improvement internally.

Exploring alternative coaching methodologies can be effective; options like group coaching sessions or coaching circles, facilitated by peers, harness collective insights and promote shared learning.

Additionally, companies should leverage existing coaching resources and talent internally. Assess whether there are individuals within the organisation who possess coaching skills or can be trained in coaching as part of leadership development initiatives.

Talking Talent, for instance, has digital offerings that are coaching-led and digitally enabled, making them accessible and scalable for organisations looking to expand their impact globally.

By exploring these approaches, organisations can foster a culture of continuous improvement in inclusion and diversity without incurring significant external costs. These steps not only enhance organisational effectiveness but also contribute to a more inclusive workplace environment.

If you’re looking for a talented employee or a new opportunity, contact your nearest Reed office.