Interview Guide for

Field Sales Representative

This comprehensive interview guide for Field Sales Representatives provides a structured approach to identify top talent who can drive business growth through relationship-building, lead generation, and closing sales. Designed to evaluate candidates on essential competencies like communication skills, motivation, and sales acumen, this guide helps ensure consistent, objective assessment across all candidates.

How to Use This guide

This interview guide serves as a framework for evaluating Field Sales Representative candidates. To maximize its effectiveness:

Customize and Adapt - Tailor questions and competencies to match your specific industry, products, and company culture.
Share with Your Team - Distribute this guide to everyone involved in the interview process to ensure alignment and consistency.
Follow the Structure - Use the same format with all candidates to create an equitable assessment environment.
Leverage Follow-up Questions - Dig deeper into candidate responses to get beyond rehearsed answers and understand their true capabilities.
Score Independently - Have each interviewer complete their scorecard without discussing the candidate until the debrief meeting.

For additional guidance, check out how to conduct a job interview and explore sales interview questions to supplement this guide.

Job Description

Field Sales Representative

About [Company]

[Company] is a [industry-specific description] company dedicated to [mission statement]. Our team of passionate professionals works together to [key value proposition], and we're looking for talented individuals to help us continue our growth journey.

The Role

As a Field Sales Representative, you will be a key driver of [Company]'s growth by building relationships with potential clients, generating leads, and closing sales within your assigned territory. Your success will directly impact the company's ability to expand market share and achieve revenue targets in a competitive landscape.

Key Responsibilities

Identify and qualify leads through prospecting, networking, cold calling, and other lead generation activities
Develop and maintain a robust sales pipeline
Conduct in-person meetings, presentations, and product demonstrations to potential clients
Understand client needs and present tailored solutions
Effectively close sales and achieve monthly/quarterly sales targets
Manage and update customer relationship management (CRM) system with accurate information
Build and maintain strong relationships with existing and potential clients
Provide exceptional customer service and support
Stay informed about industry trends, competitor activities, and market conditions
Travel within the assigned territory (approximately [Percentage]% travel required)

What We're Looking For

Excellent communication, interpersonal, and presentation skills
Strong negotiation and closing skills
Self-motivated, results-oriented, and able to work independently
Experience in field sales or a related role
Proven track record of meeting or exceeding sales targets
Adaptability and resourcefulness in diverse sales situations
Proficiency with CRM systems and Microsoft Office Suite
Strong planning and organizational skills
Genuine curiosity about client needs and challenges
Ability to travel within the assigned territory

Why Join [Company]

At [Company], we believe our success starts with our people. We offer a collaborative, supportive environment where your contributions are valued and recognized.

Competitive base salary plus commission structure
Comprehensive benefits package including health, dental, and vision insurance
Professional development opportunities
[Company car/allowance, phone allowance, expense reimbursement]
Work-life balance with flexible scheduling options
Recognition programs for top performers

Hiring Process

We've designed our hiring process to be thorough yet efficient, allowing us to make timely decisions while getting to know you well.

Initial Phone Screening - A 30-minute conversation with our recruiting team to discuss your background and the role.
Discovery Call Role Play - A simulation of a client discovery call to assess your sales approach and communication skills.
Competency Interview - A deeper discussion with the hiring manager about your sales experience and approach.
Final Interview - A conversation with the sales director to discuss territory strategy and long-term goals.

Ideal Candidate Profile (Internal)

Role Overview

The Field Sales Representative is responsible for driving new business growth through prospecting, relationship building, and closing sales within their assigned territory. This role requires someone who can work independently, manage their time effectively, and consistently achieve sales targets. The ideal candidate combines strong interpersonal skills with sales acumen and a results-oriented mindset.

Essential Behavioral Competencies

Communication Skills - Ability to articulate value propositions clearly and persuasively to prospects and clients through various channels. Demonstrates active listening to understand client needs and strong presentation skills to effectively demonstrate solutions.

Self-Motivation - Demonstrates internal drive to succeed without constant supervision. Takes initiative in prospecting activities, follows through on commitments, and persists through challenges and rejection.

Relationship Building - Establishes and nurtures professional relationships with prospects and clients. Creates trust through integrity, reliability, and deep understanding of client needs.

Results Orientation - Consistently focuses on achieving and exceeding targets. Tracks progress against goals, adjusts strategies when needed, and takes accountability for outcomes.

Planning and Organization - Effectively manages time, territory, and sales pipeline. Prioritizes high-value activities, maintains accurate records, and develops strategic approaches to territory coverage.

Desired Outcomes

Achieve [percentage]% of quarterly sales quota within first 6 months and consistently meet or exceed quota thereafter
Develop and maintain a sales pipeline of at least [X] times quota to ensure consistent achievement of targets
Establish relationships with [X] new qualified prospects per month through effective prospecting efforts
Achieve a [percentage]% conversion rate from qualified opportunity to closed sale
Maintain high customer satisfaction ratings (above [X]%) through excellent service and support

Ideal Candidate Traits

Resilient and persistent when facing rejection, able to maintain positive energy and enthusiasm
Curious and insightful, asking thoughtful questions to uncover client needs and challenges
Adaptable to different client personalities, selling situations, and changing market conditions
Solutions-oriented, focusing on addressing client needs rather than just pushing products
Self-disciplined with excellent time management skills and ability to prioritize effectively
Competitive and driven to succeed, motivated by achievement and recognition
Ethical and trustworthy, building long-term relationships based on integrity
Coachable and open to feedback, continuously seeking to improve sales techniques
Comfortable with technology, embracing CRM systems and digital sales tools
Strategic in territory planning and account targeting, maximizing efficiency and results

Screening Interview

Directions for the Interviewer

This initial screening interview aims to quickly identify candidates with the potential to succeed as Field Sales Representatives. Focus on determining if the candidate has the basic qualifications, attitude, and sales aptitude required for the role. Keep the conversation flowing naturally while covering all key areas. Look for evidence of past sales success, motivation, and communication skills. This interview should take approximately 30 minutes and provide sufficient information to decide whether to move the candidate forward in the process.

Directions to Share with Candidate

"Today's conversation will focus on your background, sales experience, and interest in the Field Sales Representative role. I'll ask about your previous roles, approaches to sales, and what motivates you. This is also an opportunity for you to learn more about our company and the position. Do you have any questions before we begin?"

Interview Questions

Tell me about your sales experience and what attracts you to field sales specifically.

Areas to Cover

Previous sales roles and responsibilities
Experience with face-to-face client meetings
Understanding of field sales versus other sales roles
Motivation for pursuing this career path
Experience with travel requirements in previous roles

Possible Follow-up Questions

What aspects of field sales do you find most challenging?
How do you balance travel time with selling time efficiently?
What percentage of your time in previous roles was spent on field sales activities?
How do you prepare for client meetings?

Walk me through your approach to prospecting and generating new leads.

Areas to Cover

Specific prospecting methods and strategies used
How they identify potential clients
Tools or resources they utilize
Persistence and follow-up strategies
Metrics they track to measure prospecting effectiveness

Possible Follow-up Questions

What's your success rate in converting prospects to appointments?
How do you prioritize which prospects to pursue?
What's the most creative way you've secured a meeting with a difficult-to-reach prospect?
How do you stay motivated during intensive prospecting periods?

Tell me about a sales target you achieved that you're particularly proud of. What contributed to that success?

Areas to Cover

Specific metrics and targets achieved
Strategies and actions that led to success
Obstacles overcome
Time frame and context
Personal contribution vs. team effort

Possible Follow-up Questions

How did this achievement compare to your peers?
What did you learn from this experience that you apply to your sales approach now?
What would you do differently if facing that same target today?
How did you celebrate this achievement?

How do you manage your sales pipeline and prioritize your time in the field?

Areas to Cover

Systems used for tracking opportunities
Time management strategies
Territory planning approach
Criteria for prioritizing prospects/clients
Balance between existing accounts and new business development

Possible Follow-up Questions

How do you decide when to cut your losses on a prospect that isn't progressing?
What CRM systems have you used, and how did they support your process?
How do you plan your travel to maximize efficiency?
How far in advance do you typically plan your schedule?

Describe a situation where you had to overcome significant objections from a potential client. How did you handle it?

Areas to Cover

Nature of the objections faced
Approach to understanding underlying concerns
Strategies used to address objections
Outcome of the situation
Lessons learned and applied going forward

Possible Follow-up Questions

What's the most common objection you face, and how do you typically respond?
How do you differentiate between a genuine objection and a brush-off?
What resources do you use to prepare for potential objections?
How do you maintain a positive relationship when a prospect remains unconvinced?

How comfortable are you with the travel requirements for this position (approximately [X]% travel)?

Areas to Cover

Previous experience with work-related travel
Any limitations or restrictions
Strategies for maintaining work-life balance with travel
Understanding of territory coverage requirements
Willingness to travel to different locations

Possible Follow-up Questions

How do you stay productive while on the road?
What challenges have you faced with work travel in the past?
How do you maintain customer relationships when you can't be physically present?
How would you organize your schedule to minimize unnecessary travel?

Interview Scorecard

Communication Skills

0: Not Enough Information Gathered to Evaluate
1: Struggled to articulate thoughts clearly; poor listening skills
2: Communicated adequately but lacked polish or persuasiveness
3: Articulated thoughts clearly and demonstrated good listening skills
4: Exceptional communicator; articulate, persuasive, and demonstrates excellent listening skills

Self-Motivation

0: Not Enough Information Gathered to Evaluate
1: Shows little initiative; needs significant direction
2: Demonstrates some self-direction but may need occasional prompting
3: Self-starter who takes initiative and pursues goals independently
4: Highly self-motivated with proven history of exceeding expectations without supervision

Sales Aptitude

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of sales fundamentals or process
2: Basic sales knowledge but lacks sophistication in approach
3: Demonstrates solid sales methodology and approach
4: Advanced sales techniques and strategic approach to the sales process

Achieving Sales Quota

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; history of missing targets
2: Likely to Partially Achieve Goal; inconsistent performance
3: Likely to Achieve Goal; consistent history of meeting targets
4: Likely to Exceed Goal; proven track record of exceeding targets

Developing and Maintaining Sales Pipeline

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; poor pipeline management skills
2: Likely to Partially Achieve Goal; basic pipeline management
3: Likely to Achieve Goal; effective pipeline management strategies
4: Likely to Exceed Goal; sophisticated approach to pipeline development

Establishing New Client Relationships

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited networking/prospecting skills
2: Likely to Partially Achieve Goal; adequate prospecting approach
3: Likely to Achieve Goal; effective relationship-building strategies
4: Likely to Exceed Goal; exceptional ability to establish new relationships

Achieving Conversion Rate Targets

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; poor closing skills
2: Likely to Partially Achieve Goal; adequate closing ability
3: Likely to Achieve Goal; strong closing techniques
4: Likely to Exceed Goal; exceptional ability to convert opportunities

Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Discovery Call Role Play

Directions for the Interviewer

This role play exercise assesses the candidate's ability to conduct an effective discovery call with a potential client. You will play the role of a prospect while the candidate acts as the Field Sales Representative. Focus on evaluating their questioning techniques, listening skills, ability to identify needs, and how they position solutions. The exercise should take approximately 30-45 minutes, including setup, role play, and feedback. Prepare to present reasonable objections during the conversation to assess how the candidate handles pushback.

Setup Instructions:

Send the candidate preparation materials 24 hours before the interview, including:

Brief company/product information
Target prospect profile
Role play scenario outline

Begin the interview by explaining the exercise and answering any clarifying questions.
Allow 20-30 minutes for the actual role play.
Reserve 5-10 minutes at the end for feedback and follow-up questions.

Directions to Share with Candidate

"In this exercise, we'll simulate a discovery call with a potential client. I'll play the role of [Prospect Name], [Title] at [Company Name], and you'll be a Field Sales Representative from [Your Company]. Your goal is to conduct an effective discovery call to understand my business needs, establish rapport, and determine if there's potential for a solution fit. Feel free to ask questions, take notes, and respond as you would in a real client interaction. Do you have any questions before we begin?"

Role Play Scenario:

You're meeting with a prospect who has expressed initial interest in your [product/service]. This is your first meaningful conversation, so your primary goal is to understand their business, challenges, and potential needs. The prospect is open to the conversation but has limited time and wants to ensure any solution delivers clear ROI.

Interview Questions

After completing the role play, ask the following questions:

What did you feel went well in that discovery call, and what would you do differently?

Areas to Cover

Self-assessment abilities and awareness
Identification of effective questioning or rapport-building moments
Recognition of missed opportunities or areas for improvement
Thought process behind approach used
Ideas for alternative approaches

Possible Follow-up Questions

How would you prepare differently for this call if you could do it again?
What did you learn about the prospect that you found most valuable?
Which questions generated the most insightful responses?
How would you follow up after this call?

How do you typically prepare for discovery calls with new prospects?

Areas to Cover

Research methods and sources
Preparation of questions and agenda
Goal-setting for different types of calls
Preparation for different stakeholder levels
Time spent on pre-call preparation

Possible Follow-up Questions

How do you adjust your approach for different industries?
What resources do you use to research prospects?
How do you balance preparation with maintaining a natural conversation flow?
What information do you consider essential to have before a first call?

How do you determine when a prospect is qualified and worth pursuing further?

Areas to Cover

Qualification criteria used
Process for evaluating fit
Red flags that indicate poor fit
How they balance optimism with realism
Time management considerations

Possible Follow-up Questions

What are your top three qualification criteria?
How do you diplomatically exit from unqualified opportunities?
How do you document qualification information for your sales pipeline?
How has your qualification process evolved with experience?

Interview Scorecard

Questioning Technique

0: Not Enough Information Gathered to Evaluate
1: Asked primarily closed-ended or product-focused questions
2: Asked some open-ended questions but missed key areas of exploration
3: Asked effective open-ended questions that revealed valuable information
4: Masterful questioning strategy that uncovered deep insights and built rapport

Active Listening

0: Not Enough Information Gathered to Evaluate
1: Frequently interrupted or failed to build on prospect's responses
2: Demonstrated basic listening but missed some opportunities to dig deeper
3: Actively listened and followed up appropriately on key points
4: Exceptional listening skills with thoughtful follow-up and clear comprehension

Needs Identification

0: Not Enough Information Gathered to Evaluate
1: Failed to identify or clarify prospect's needs
2: Identified surface-level needs but missed deeper business challenges
3: Effectively uncovered key needs and connected them to business goals
4: Expertly uncovered explicit and implicit needs, including root causes

Objection Handling

0: Not Enough Information Gathered to Evaluate
1: Became defensive or failed to address objections effectively
2: Attempted to address objections but with limited effectiveness
3: Handled objections professionally and addressed underlying concerns
4: Skillfully navigated objections, turning them into opportunities

Achieving Sales Quota

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; poor discovery call skills will limit success
2: Likely to Partially Achieve Goal; basic discovery skills evident
3: Likely to Achieve Goal; effective discovery approach will support quota achievement
4: Likely to Exceed Goal; exceptional discovery skills will drive superior results

Developing and Maintaining Sales Pipeline

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; ineffective at qualifying opportunities
2: Likely to Partially Achieve Goal; basic qualification skills evident
3: Likely to Achieve Goal; effective at identifying qualified opportunities
4: Likely to Exceed Goal; exceptional ability to build quality pipeline

Establishing New Client Relationships

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; poor rapport building during discovery
2: Likely to Partially Achieve Goal; adequate relationship building skills
3: Likely to Achieve Goal; effective at establishing connection and trust
4: Likely to Exceed Goal; exceptional relationship building during discovery

Achieving Conversion Rate Targets

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; discovery approach unlikely to lead to conversions
2: Likely to Partially Achieve Goal; discovery approach may lead to some conversions
3: Likely to Achieve Goal; discovery approach sets foundation for successful conversions
4: Likely to Exceed Goal; discovery approach brilliantly positions for high conversion rates

Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Competency Interview

Directions for the Interviewer

This interview focuses on evaluating the candidate's sales competencies through behavioral questions. The goal is to understand how the candidate has demonstrated key competencies in past roles and how they might apply them to this position. Look for specific examples and concrete results rather than hypothetical approaches. Dig deep into their stories to understand context, actions, and outcomes. This interview should take approximately 45-60 minutes and provide a comprehensive view of the candidate's capabilities in relationship building, planning and organization, and results orientation.

Directions to Share with Candidate

"In this interview, I'd like to learn more about your sales experience through specific examples from your past. I'll ask you about situations you've faced and how you've handled them. Please share detailed examples with context, actions you took, and results. Feel free to take your time to think of the best examples. Do you have any questions before we begin?"

Interview Questions

Tell me about a time when you had to build a relationship with a challenging or skeptical client. How did you approach it, and what was the outcome? (Relationship Building)

Areas to Cover

Nature of the challenging relationship
Steps taken to understand client concerns
Strategies used to build trust
Persistence and patience demonstrated
Evolution of the relationship over time
Specific outcomes achieved

Possible Follow-up Questions

What were the early warning signs that this would be a challenging relationship?
What did you learn about yourself during this process?
How did you maintain your own motivation when facing resistance?
How has this experience influenced your approach to new client relationships?

Describe how you plan and organize your sales territory. How do you ensure you're maximizing your time and opportunities? (Planning and Organization)

Areas to Cover

Methods for analyzing territory potential
Criteria for prioritizing accounts/prospects
Time management strategies
Tools or systems used
Balance between reactive and proactive activities
Metrics used to measure effectiveness

Possible Follow-up Questions

How do you adjust your plan when new priorities emerge?
How has your planning process evolved over time?
How do you determine the optimal frequency for client/prospect contact?
What percentage of your plan typically gets executed as intended?

Share an example of a time when you fell short of your sales targets. How did you respond? (Results Orientation)

Areas to Cover

Specific context and targets missed
Analysis of factors contributing to missed targets
Actions taken to address the situation
Adjustments to approach or strategy
Results of corrective actions
Lessons learned and applied going forward

Possible Follow-up Questions

How did you communicate the situation to your manager?
What early warning signs did you notice (or miss)?
What support or resources did you seek out?
How did this experience change your approach to goal setting or forecasting?

Tell me about a time when you had to adapt your sales approach to meet changing market conditions or client needs. (Adaptability)

Areas to Cover

Nature of the changes faced
Recognition of the need to adapt
Process for developing new approach
Challenges in implementing changes
Results of the adaptation
Lessons learned about flexibility

Possible Follow-up Questions

How did you know that your traditional approach wasn't working?
How did you balance maintaining core sales principles while adapting methods?
What resistance did you face (internal or external) to changing your approach?
How quickly were you able to implement and see results from the changes?

Describe a situation where you identified and capitalized on an opportunity for upselling or cross-selling with an existing client. (Customer Focus)

Areas to Cover

How the opportunity was identified
Understanding of client's business needs
Approach to presenting additional solutions
Handling of any resistance
Outcome of the upsell/cross-sell effort
Impact on the client relationship

Possible Follow-up Questions

How did you determine the timing was right for this opportunity?
What signals or information prompted you to pursue this opportunity?
How did you ensure the additional products/services truly added value?
How did this experience inform your approach to other client relationships?

Interview Scorecard

Relationship Building

0: Not Enough Information Gathered to Evaluate
1: Demonstrates minimal capability in building professional relationships
2: Shows basic ability to establish rapport but may struggle with difficult personalities
3: Effectively builds and maintains relationships across various stakeholders
4: Exceptional relationship builder who creates strong connections even in challenging situations

Planning and Organization

0: Not Enough Information Gathered to Evaluate
1: Demonstrates poor planning habits; reactive approach to territory management
2: Shows basic planning abilities but may lack strategic organization
3: Effectively plans and organizes territory with clear priorities and strategies
4: Demonstrates sophisticated planning systems that maximize efficiency and results

Results Orientation

0: Not Enough Information Gathered to Evaluate
1: Shows limited focus on or accountability for results
2: Generally results-focused but may not consistently meet targets
3: Consistently drives toward results and takes ownership of outcomes
4: Highly results-driven with proven record of exceeding targets and overcoming obstacles

Adaptability

0: Not Enough Information Gathered to Evaluate
1: Resists change; struggles to adjust approach when needed
2: Can adapt when required but may prefer established methods
3: Effectively adjusts approach to meet changing circumstances
4: Embraces change and thrives in dynamic environments; quickly pivots strategies when needed

Customer Focus

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of client needs; product-focused rather than solution-focused
2: Basic understanding of client needs but may miss deeper business challenges
3: Strong focus on understanding and addressing client needs
4: Exceptional ability to understand client business and connect solutions to strategic needs

Achieving Sales Quota

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; demonstrated behaviors suggest underperformance
2: Likely to Partially Achieve Goal; demonstrated behaviors suggest inconsistent performance
3: Likely to Achieve Goal; demonstrated behaviors align with consistent quota achievement
4: Likely to Exceed Goal; demonstrated behaviors suggest exceptional performance potential

Developing and Maintaining Sales Pipeline

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; poor pipeline management demonstrated
2: Likely to Partially Achieve Goal; adequate pipeline management evident
3: Likely to Achieve Goal; effective pipeline management strategies demonstrated
4: Likely to Exceed Goal; sophisticated pipeline development approach evident

Establishing New Client Relationships

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; relationship building skills appear limited
2: Likely to Partially Achieve Goal; shows adequate relationship building capability
3: Likely to Achieve Goal; demonstrates strong relationship building competency
4: Likely to Exceed Goal; exceptional relationship building skills demonstrated

Achieving Conversion Rate Targets

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; demonstrated behaviors suggest low conversion ability
2: Likely to Partially Achieve Goal; shows some ability to convert opportunities
3: Likely to Achieve Goal; demonstrated competencies support strong conversion rates
4: Likely to Exceed Goal; exceptional competencies suggest superior conversion ability

Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Final Interview

Directions for the Interviewer

This final interview, typically conducted by a sales director or regional manager, aims to evaluate the candidate's strategic thinking about territory management, long-term potential, and cultural fit. The focus should be on how the candidate would approach the specific territory and sales challenges relevant to your market. This interview builds upon information gathered in previous stages to dive deeper into the candidate's sales philosophy and approach. It also allows senior leadership to assess whether the candidate will thrive in your sales culture and contribute to the team's success.

Directions to Share with Candidate

"This conversation will focus on your approach to territory strategy, long-term career goals, and how you might contribute to our sales organization. I'm interested in your thoughts about our market and how you would approach building success in this role. This is also your opportunity to ask questions about our sales leadership, culture, and expectations. Do you have any questions before we begin?"

Interview Questions

Based on what you've learned about our company and products, how would you approach developing your territory in the first 90 days? (Strategic Thinking)

Areas to Cover

Territory analysis and prioritization approach
Balance between quick wins and long-term development
Research and planning methodology
Goal-setting process
Resource utilization
Measurement of progress

Possible Follow-up Questions

How would you balance servicing existing accounts with new business development?
What information would you need from us to refine your approach?
How would you identify your highest-potential prospects?
What potential obstacles do you anticipate, and how would you address them?

Tell me about a time when you had to make a strategic decision about where to focus your sales efforts. What factors did you consider, and what was the outcome? (Strategic Thinking)

Areas to Cover

Decision-making process
Factors considered in prioritization
Data used to inform the decision
Potential trade-offs evaluated
Implementation of the strategy
Results achieved

Possible Follow-up Questions

What alternatives did you consider?
How did you communicate your strategy to stakeholders?
What would you do differently if faced with a similar decision now?
How did you adjust your strategy as you gained new information?

How have you collaborated with other departments (marketing, product, customer service) to achieve your sales goals? (Cross-functional Collaboration)

Areas to Cover

Understanding of the sales ecosystem
Experience working across departments
Strategies for building internal relationships
Communication approaches
Problem-solving across functional boundaries
Value created through collaboration

Possible Follow-up Questions

How did you handle situations where other departments had different priorities?
What have you found to be the most challenging aspect of cross-functional collaboration?
What processes have you implemented to improve collaboration?
How have you leveraged marketing resources to support your sales efforts?

What do you see as the most significant industry trends affecting our market, and how would you position our solutions to address them? (Market Awareness)

Areas to Cover

Industry knowledge and awareness
Understanding of competitive landscape
Ability to connect trends to value proposition
Strategic thinking about positioning
Customer-centric perspective
Forward-thinking mindset

Possible Follow-up Questions

How do you stay informed about industry trends?
How have you adapted your sales approach based on industry changes in the past?
How might these trends affect different segments of our market differently?
What competitive responses would you anticipate to these trends?

Looking at your career thus far, what aspects of sales have you found most rewarding, and how do you see your role evolving over the next 3-5 years? (Career Motivation)

Areas to Cover

Career motivations and values
Self-awareness about strengths and preferences
Growth mindset
Long-term goals and aspirations
Alignment with company culture and values
Professional development interests

Possible Follow-up Questions

What steps are you taking now to prepare for your future goals?
What skills do you want to develop further?
How do you measure success in your career?
What type of sales environment brings out your best performance?

Interview Scorecard

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Demonstrates tactical thinking only; lacks strategic perspective
2: Shows basic strategic thinking but may miss broader implications
3: Effectively analyzes situations strategically with good foresight
4: Exceptional strategic thinker with sophisticated analysis and planning

Cross-functional Collaboration

0: Not Enough Information Gathered to Evaluate
1: Works in isolation; limited experience collaborating across departments
2: Basic collaboration skills but may struggle with complex cross-functional challenges
3: Effectively builds relationships and works across departmental boundaries
4: Exceptional collaborator who creates value through cross-functional partnerships

Market Awareness

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of industry trends and competitive landscape
2: Basic awareness of industry but lacks depth or application to sales strategy
3: Strong industry knowledge with clear connections to sales approach
4: Sophisticated understanding of market dynamics with innovative strategic insights

Career Motivation

0: Not Enough Information Gathered to Evaluate
1: Unclear or misaligned career motivations
2: Basic career goals but limited self-awareness or development plan
3: Clear, aligned career motivations with thoughtful development approach
4: Exceptional clarity on career direction with strong alignment to role and organization

Cultural Fit

0: Not Enough Information Gathered to Evaluate
1: Values and work style appear misaligned with organization
2: Some alignment with cultural values but potential areas of mismatch
3: Strong alignment with organizational culture and values
4: Exceptional cultural fit with potential to enhance organizational culture

Achieving Sales Quota

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; strategic approach unlikely to drive results
2: Likely to Partially Achieve Goal; strategic approach has some merit
3: Likely to Achieve Goal; strategic approach should drive consistent results
4: Likely to Exceed Goal; strategic approach indicates exceptional potential

Developing and Maintaining Sales Pipeline

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; territory strategy unlikely to build strong pipeline
2: Likely to Partially Achieve Goal; territory strategy has basic merit
3: Likely to Achieve Goal; territory strategy should generate consistent pipeline
4: Likely to Exceed Goal; territory strategy indicates exceptional pipeline development

Establishing New Client Relationships

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; approach to market development appears weak
2: Likely to Partially Achieve Goal; approach to market development has some merit
3: Likely to Achieve Goal; approach to market development should be effective
4: Likely to Exceed Goal; approach to market development appears exceptional

Achieving Conversion Rate Targets

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; strategic sales approach unlikely to convert effectively
2: Likely to Partially Achieve Goal; strategic approach may convert at acceptable levels
3: Likely to Achieve Goal; strategic approach should support strong conversion rates
4: Likely to Exceed Goal; strategic approach indicates superior conversion potential

Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Debrief Meeting

Directions for Conducting the Debrief Meeting

The Debrief Meeting is an open discussion for the hiring team members to share the information learned during the candidate interviews. Use the questions below to guide the discussion.

Start the meeting by reviewing the requirements for the role and the key competencies and goals to succeed.
The meeting leader should strive to create an environment where it is okay to express opinions about the candidate that differ from the consensus or from leadership's opinions.
Scores and interview notes are important data points but should not be the sole factor in making the final decision.
Any hiring team member should feel free to change their recommendation as they learn new information and reflect on what they've learned.

Questions to Guide the Debrief Meeting

Question: Does anyone have any questions for the other interviewers about the candidate?Guidance: The meeting facilitator should initially present themselves as neutral and try not to sway the conversation before others have a chance to speak up.

Question: Are there any additional comments about the Candidate?Guidance: This is an opportunity for all the interviewers to share anything they learned that is important for the other interviewers to know.

Question: How did the candidate perform in the discovery call role play? What strengths and concerns did that reveal?Guidance: The role play often provides valuable insights into how the candidate would interact with actual clients and their sales approach in practice.

Question: Is there anything further we need to investigate before making a decision?Guidance: Based on this discussion, you may decide to probe further on certain issues with the candidate or explore specific issues in the reference calls.

Question: Has anyone changed their hire/no-hire recommendation?Guidance: This is an opportunity for the interviewers to change their recommendation from the new information they learned in this meeting.

Question: If the consensus is no hire, should the candidate be considered for other roles? If so, what roles?Guidance: Discuss whether engaging with the candidate about a different role would be worthwhile.

Question: What are the next steps?Guidance: If there is no consensus, follow the process for that situation (e.g., it is the hiring manager's decision). Further investigation may be needed before making the decision. If there is a consensus on hiring, reference checks could be the next step.

Reference Calls

Directions for Conducting Reference Checks

Reference checks are a critical final step in the hiring process for Field Sales Representatives. They provide objective validation of the candidate's sales performance, relationship-building skills, and work habits. Look beyond standard answers by asking for specific examples and metrics. Focus on understanding the candidate's sales performance in context – not just what they achieved but how they achieved it relative to peers. Prepare by reviewing the candidate's resume and interview notes, and target areas that need further validation. These reference checks can significantly reduce hiring risks by identifying potential performance issues or confirming strengths observed during interviews.

Questions for Reference Checks

In what capacity did you work with [Candidate], and for how long?

Guidance: Establish the reference's relationship with the candidate, including reporting structure, frequency of interaction, and how recently they worked together. This helps establish the credibility and relevance of the reference's feedback.

How would you describe [Candidate]'s sales performance relative to their peers?

Guidance: Listen for specific metrics, rankings, or percentiles. Ask follow-up questions about team size and composition to understand the context of their performance. Determine if they were a top performer or merely adequate in their previous role.

What were [Candidate]'s key strengths in their sales approach?

Guidance: Look for alignment with the competencies required for your role. Probe for specific examples that demonstrate these strengths in action. Ask how these strengths contributed to their results.

What specific areas would you suggest [Candidate] focus on for professional development?

Guidance: This question often reveals more honest feedback than asking about weaknesses directly. Listen for patterns that might align with concerns from the interview process. Ask how these development areas impacted their performance.

How effectively did [Candidate] build and maintain relationships with clients?

Guidance: For field sales roles, relationship building is critical. Probe for specific examples of how they developed relationships, handled difficult clients, and maintained long-term partnerships. Ask about client retention and satisfaction levels.

How well did [Candidate] manage their territory and sales pipeline?

Guidance: Listen for planning and organizational skills, strategic approach to territory management, and pipeline accuracy. Ask about their ability to forecast sales and prioritize opportunities effectively.

On a scale of 1-10, how likely would you be to hire [Candidate] again if you had an appropriate opening? Why?

Guidance: This question often reveals the reference's true opinion. Pay attention to both the number and the explanation. Anything below an 8 warrants follow-up questions about what would have made them rate the candidate higher.

Reference Check Scorecard

Sales Performance

0: Not Enough Information Gathered to Evaluate
1: Below average performer compared to peers
2: Average performer with inconsistent results
3: Strong performer who consistently met expectations
4: Top performer who regularly exceeded targets and expectations

Relationship Building

0: Not Enough Information Gathered to Evaluate
1: Struggled to build effective relationships with clients or colleagues
2: Adequate relationship skills but not a standout strength
3: Effectively built and maintained professional relationships
4: Exceptional relationship builder with outstanding client rapport

Planning and Organization

0: Not Enough Information Gathered to Evaluate
1: Disorganized; struggled with territory management and planning
2: Basic organizational skills but could improve strategic planning
3: Well-organized with effective territory management approach
4: Highly strategic in planning with exceptional time and territory management

Work Ethic and Reliability

0: Not Enough Information Gathered to Evaluate
1: Unreliable; required significant supervision
2: Generally reliable but with occasional issues
3: Consistently reliable and self-motivated
4: Exceptionally dedicated with outstanding work ethic

Achieving Sales Quota

0: Not Enough Information Gathered to Evaluate
1: Reference indicates candidate unlikely to achieve consistent results
2: Reference suggests candidate capable of partial goal achievement
3: Reference confirms candidate likely to achieve consistent results
4: Reference strongly affirms candidate likely to exceed expectations

Developing and Maintaining Sales Pipeline

0: Not Enough Information Gathered to Evaluate
1: Reference indicates poor pipeline management skills
2: Reference suggests basic pipeline management abilities
3: Reference confirms effective pipeline development approach
4: Reference strongly affirms exceptional pipeline management skills

Establishing New Client Relationships

0: Not Enough Information Gathered to Evaluate
1: Reference indicates limited ability to develop new relationships
2: Reference suggests adequate but not exceptional relationship building
3: Reference confirms strong ability to establish new relationships
4: Reference strongly affirms outstanding client acquisition skills

Achieving Conversion Rate Targets

0: Not Enough Information Gathered to Evaluate
1: Reference indicates poor conversion of opportunities to sales
2: Reference suggests inconsistent closing skills
3: Reference confirms effective closing abilities
4: Reference strongly affirms exceptional conversion rates

Frequently Asked Questions

How should I prepare for using this interview guide?

Review the entire guide thoroughly before beginning your interviews. Familiarize yourself with the key competencies and desired outcomes for the Field Sales Representative role. Consider your specific industry context and adjust questions as needed. Practice the role play scenario if you'll be conducting that portion. For additional preparation tips, check out our article on how to conduct a job interview.

How can I make the role play more effective and realistic?

Provide candidates with clear preparation materials 24 hours in advance, including basic information about your company, products, and the scenario. During the exercise, present realistic objections that your sales team commonly encounters. Remain neutral – don't make it too easy or impossibly difficult. Consider recording the role play (with permission) for review with your team. Our guide on mastering role-playing interviews offers additional insights.

What if a candidate doesn't have specific experience in our industry?

Focus on transferable skills and core sales competencies rather than industry-specific knowledge. Look for evidence of learning agility and adaptability. Ask how they've successfully entered new markets or learned new products in the past. Consider whether your onboarding process can effectively bridge knowledge gaps. The most important factors are often sales acumen, relationship-building skills, and results orientation.

How should we weight the different interviews in our final decision?

Consider the role play and competency interview results most heavily, as they provide the strongest indicators of sales performance. The screening interview helps establish baseline qualifications, while the final interview adds insights into strategic thinking and cultural fit. Reference checks should validate key strengths and address any concerns rather than introducing entirely new evaluation criteria. Look for consistent patterns across all evaluation points.

What should we do if interviewers have significantly different assessments of a candidate?

Use the debrief meeting to understand the reasons behind different assessments. Focus on specific behaviors and examples rather than general impressions. Ask interviewers to explain their ratings with evidence from the interview. Consider whether differences might be due to interviewer bias, different interview contexts, or genuine inconsistency in the candidate's performance. Our article on candidate debriefs provides valuable guidance.

How can we ensure our hiring process doesn't introduce bias?

Use the same structured interview process for all candidates. Have diverse interviewers on your panel. Focus evaluations on specific competencies and behaviors rather than "gut feelings." Complete scorecards independently before discussing candidates. Consider using our interview scorecard guide to further reduce bias in your process.

What are the most common reasons sales hires fail, and how can this guide help prevent those failures?

Sales hires typically fail due to poor culture fit, misaligned expectations, insufficient sales skills, or inability to adapt to your sales cycle. This guide helps prevent these failures by thoroughly assessing key competencies, using role plays to evaluate actual sales skills, examining past performance through behavioral questions, and validating claims through reference checks. For more insights, read our article on why sales hires fail.