Sales Recruiting:
Evaluating sales talent is one of the highest-leverage decisions a business makes. A strong hire can add hundreds of thousands or even millions in revenue over time, while a mis-hire can silently drain pipeline, opportunities, and morale. Good evaluation goes far beyond charisma; it is structured, evidence-based, and repeatable.
Start with performance history
Past performance is one of the strongest indicators of future success, especially when it is consistent across employers and market conditions. Ask candidates to detail:
- Quota for each role and time period
- Actual attainment (% of quota, over how many quarters or years)
- Average deal size and sales cycle
- Type of customer (SMB, mid-market, enterprise)
You aren’t looking only for big numbers; you’re looking for patterns. A rep who has consistently achieved or exceeded quota in realistic environments is more promising than someone who “crushed it” once in a unique situation they can’t replicate. Seek out candidates who put achievement and results on a pedestal, and especially those that are highly competitive (often in both work AND life).
Assess selling behaviors, not just outcomes
Two reps can hit similar numbers in very different ways. Evaluate how they sell:
- Discovery: Do they ask smart questions and listen?
- Qualification: Do they use frameworks (BANT, MEDDIC, etc.) or a clear checklist?
- Objection handling: Can they give examples of turning “no” or “not now” into progress?
- Closing: Can they describe how they move deals to decision without being pushy?
Use behavioral questions (“Tell me about a time…”) and role-play exercises to see these behaviors in action.
Examine pipeline discipline and organization
Great salespeople treat their pipeline like a portfolio, not a random list. Ask how they:
- Use CRM tools
- Decide which opportunities to prioritize
- Forecast and update stages
- Handle stalled or aging deals
You want reps who manage their pipeline actively, not passively wait for inbound leads or manager pressure.
Evaluate coachability and mindset
Even the best reps need to learn your product, market, and internal systems. Coachability and growth mindset are critical. Look for signs that they:
- Accept feedback without defensiveness
- Invest in their own development (books, courses, training)
- Can describe how they improved over time
Ask questions like, “What’s a piece of critical feedback you received, and what did you change as a result?” Their answer is often very revealing.
Validate with references and data
Finally, verify what they tell you. Speak to former managers and, where appropriate, colleagues. Ask specific questions tied to the metrics they gave you. Were those numbers accurate? Did they carry their weight in the team? Did they require a lot of management or were they self-driven?
Evaluating sales talent is about combining numbers, behavior, and mindset into a clear judgment. When you approach it systematically, you dramatically increase your odds of hiring people who will produce for years, not just interview well once.