Hiring
Before hiring, separate where the salesperson works from where they sell. A Seattle-based B2B salesperson might cover Seattle accounts, the wider Seattle-Tacoma-Bellevue metro, or a territory elsewhere. State these separately so candidates can assess the actual job.
Example: “Seattle-based B2B account executive responsible for new customers across the Seattle-Tacoma-Bellevue metro, with customer visits as agreed.” Add specific attendance and travel expectations before posting.
Use a scorecard to decide what evidence matters before reviewing applicants. The following is an example, not a market benchmark. Adapt it to your product, buyer, and sales cycle.
| Capability | Evidence to assess |
|---|---|
| Prospecting | Explains account selection and a relevant outreach approach. |
| Discovery | Asks about business problems, stakeholders, and decision criteria. |
| Opportunity management | Sets clear next steps and identifies reasons a deal could stall. |
| Collaboration | Describes effective handoffs to technical or customer-facing colleagues. |
Choose a consistent rating scale and record supporting examples. Separate capabilities needed on arrival from product knowledge you can teach during ramp.
A recognizable employer name does not explain a candidate’s contribution. Ask each applicant the same core questions, then probe for context, personal actions, and outcomes.
For discovery, ask: “A prospect says their current process works well enough. What would you ask next to understand whether there is a meaningful problem to solve?” Assess curiosity and reasoning, not familiarity with your preferred script. Request anonymized examples rather than confidential customer materials.
Explain the compensation structure before asking candidates to evaluate the opportunity. Separate base pay from variable pay, and describe the conditions for earning each component. Without verified local salary data, do not present a proposed package as a Seattle market benchmark.
Ask: “Which parts of this plan would you need clarified to understand how you would earn variable pay?” Resolve ambiguities rather than relying on a headline earnings figure.
Example exercise: Give every candidate the same fictional B2B buyer brief and a short product summary. Allow equal preparation time, then run a brief discovery conversation followed by a written recap. Keep the task bounded; do not ask candidates to produce usable prospect lists or unpaid work for active accounts.
Open with: “The buyer says their current process is adequate, but their team spends time fixing handoff errors. What would you ask to determine whether a change is worth exploring?”
Use the role scorecard and record evidence before discussing impressions with other interviewers.
A Seattle work location does not automatically mean a Seattle-only territory. Confirm whether coverage includes the Seattle-Tacoma-Bellevue metro, named accounts elsewhere, or both.
Before making an offer, document account ownership, inbound lead routing, existing pipeline, travel expectations, and available sales support. Ask: “What assumptions connect this territory to the proposed quota?” Separate established inputs from planning estimates. If pipeline or account assignments remain uncertain, explain that uncertainty and specify when targets will be reviewed rather than presenting assumptions as settled facts.
Use this suggested plan as a starting point, not a measured Seattle hiring benchmark. Adjust milestones to the role’s responsibilities, sales cycle, and available pipeline. A new hire building a territory needs a different plan from someone taking over active opportunities.
Manager checkpoint: Can the hire explain the buyer’s problem accurately, identify missing information, and document a clear next step? Record coaching needs rather than treating completed training as proof of readiness.
Manager checkpoint: Look for relevant outreach, sound qualification, and reliable follow-through. Discuss obstacles the employer needs to remove as well as skills the salesperson needs to develop.
Manager checkpoint: Compare progress with the written expectations shared at hiring. Keep learning milestones distinct from revenue outcomes that depend on the sales cycle.
Prepare a concise hiring packet so the listing, interviews, and offer describe the same job. Assign an owner to resolve unanswered questions before candidates invest time.
Ask a colleague to read the packet as a candidate: “What would you still need to know to decide whether to interview?” Resolve conflicting descriptions before publishing. Explore candidate profiles against your role scorecard and review Salesfolks pricing before choosing a service.
Only make it a requirement when you can explain the job-related need. For example, a role involving local account visits may require familiarity with the assigned territory. Otherwise, assess how candidates learn a new buyer group and develop accounts rather than using a previous work location as a substitute for evidence.
Ask each candidate to explain their buyer, sales cycle, personal responsibilities, and available support. Then evaluate the same role-specific skills through consistent questions and the shared exercise. Separate individual contributions from team results.
State what is known and what remains undecided. Explain who will settle the boundaries and when. Do not ask candidates to judge a quota as though account access and pipeline are already confirmed.
The ramp plan and hiring practices above are examples, not local market measurements. Check current compensation, location requirements and hiring conditions using role-specific sources.
Before starting outreach, finalize the role packet, assign interviewers, and schedule the manager’s ramp check-ins. If you choose to proceed through Salesfolks, review the relevant options and sign up.
Prepared with AI assistance and reviewed for audience, examples and resource links. Verify current employer terms and requirements directly.