Interview Guide for

Enablement Manager, Sales Development

This comprehensive interview guide is designed to help you effectively evaluate candidates for the Enablement Manager (Sales Development) role. It provides a structured approach to assessing candidates' skills, experience, and fit for the position through multiple interview stages, including a work sample exercise.

How to Use This Guide

To make the most of this interview guide and improve your hiring decisions:

Familiarize yourself with the job description and ideal candidate profile before conducting interviews. This will help you better assess candidate fit and potential.
Customize the guide to align with your company's specific needs and culture. You can edit questions or add new ones using Yardstick, ensuring the interview process remains relevant and effective.
Use the same questions and scorecards for each interview stage to ensure consistency across candidates. This standardized approach allows for more accurate comparisons and data-driven decision-making.
Take detailed notes during interviews to support your evaluations. Yardstick's AI-powered note-taking feature can help capture key insights without distracting you from the conversation.
Complete the scorecard immediately after each interview while your impressions are fresh. This helps maintain accuracy and facilitates easier comparisons between candidates.
Pay particular attention to candidates' history of achievement in sales enablement roles, as well as their ability to design and implement effective training programs. These factors are crucial for success in this position.
Assess candidates' strategic thinking skills and their ability to align enablement initiatives with broader business goals. This is essential for driving measurable results in the SDR team's performance.
Use the work sample exercise to evaluate candidates' instructional design skills and their ability to create engaging, effective training content for SDRs.
During the behavioral and executive interviews, probe for specific examples that demonstrate adaptability, analytical problem-solving, and interpersonal influence. These competencies are vital for success in this role.
Conduct a thorough debrief with the hiring team using the provided debrief questions. This collaborative discussion ensures all perspectives are considered before making a final decision.
Use Yardstick's analytics to track the effectiveness of each element of the interview guide over time. This data-driven approach allows you to refine and improve your hiring process continuously.

Remember that this guide is a tool to support your decision-making process. Use your judgment and expertise to evaluate candidates holistically, considering both their qualifications and potential cultural fit.

For more information on conducting effective interviews, check out our blog post on How to Conduct a Job Interview.

For more interview question ideas specific to this role, visit: Enablement Manager (Sales Development) Interview Questions.

Job Description

🚀 Enablement Manager (Sales Development)

About [Company]

[Company] is a leading [Industry] company that provides innovative solutions for [Value Proposition]. Our mission is to transform the way brands engage with consumers through personalized marketing strategies.

🎯 What You'll Do

As an Enablement Manager for our Sales Development team, you'll play a crucial role in driving the success of our revenue-generating teams. Your responsibilities will include:

🏋️‍♀️ Design and deliver impactful onboarding and ongoing training programs for new and existing SDR team members
🤝 Collaborate with SDR leadership to identify and address enablement needs
📚 Develop and maintain a comprehensive library of prospecting content and tools
📊 Measure and report on the effectiveness of enablement initiatives
🔗 Foster strong communication channels with revenue leadership and cross-functional teams

🌟 What We're Looking For

3+ years of professional experience, with 1-3 years in sales and 2+ years in enablement or training
Strong communication skills, both written and verbal
Excellent project management abilities
Experience with enablement tools and technologies
Passion for driving measurable business results through enablement initiatives

💼 What We Offer

Competitive salary in the range of [Pay Range]
Comprehensive benefits package including health, wellness, and equity options
Opportunity to make a significant impact in a high-growth company
Collaborative and innovative work environment

Hiring Process

We've designed our hiring process to be thorough and give you multiple opportunities to showcase your skills and experience. Here's what you can expect:

Initial ScreeningA brief conversation with our recruiting team to discuss your background and interest in the role.

Work SampleAn opportunity to demonstrate your training design skills through a practical exercise.

Hiring Manager InterviewAn in-depth discussion about your work history, achievements, and approach to sales enablement.

Behavioral InterviewA focused conversation about your past experiences and how they relate to key competencies for this role.

Executive InterviewA final interview with a senior leader to discuss your strategic thinking and potential impact on our company.

We aim to provide feedback promptly after each stage and encourage you to ask questions throughout the process. We're excited to get to know you and learn how you can contribute to our team's success!

[Company] is an equal opportunity employer. We value diversity and do not discriminate based on race, religion, color, national origin, gender, sexual orientation, age, marital status, veteran status, or disability status.

Ideal Candidate Profile (Internal)

Role Overview

The Enablement Manager (Sales Development) will be responsible for designing, implementing, and measuring the effectiveness of enablement programs that drive the success of our SDR organization. This role requires a blend of sales knowledge, training expertise, and project management skills to ensure our revenue teams have the tools and knowledge they need to excel.

Essential Behavioral Competencies

Strategic Thinking: Ability to align enablement initiatives with broader business goals and anticipate future needs of the sales development team.
Instructional Design: Skill in creating engaging and effective training materials and programs tailored to adult learners in a sales environment.
Analytical Problem-Solving: Capacity to use data and feedback to identify areas for improvement and develop targeted solutions.
Adaptability: Flexibility to adjust strategies and content based on changing business needs and market conditions.
Interpersonal Influence: Ability to build relationships, gain buy-in, and effectively communicate with stakeholders at all levels of the organization.

Desired Outcomes

Example Goals for Role:

Reduce new SDR ramp-up time by 25% through improved onboarding and training programs within the first six months.
Achieve a 90% or higher satisfaction rate from SDRs on the relevance and effectiveness of enablement materials and training.
Increase SDR team productivity (measured by qualified opportunities created) by 15% through targeted enablement initiatives within one year.
Develop and implement a standardized process for measuring and reporting on enablement ROI within the first quarter.

Ideal Candidate Profile

Proven track record of developing and implementing successful enablement programs in a B2B sales environment
Strong understanding of sales methodologies and best practices, particularly in outbound prospecting
Experience with learning management systems and sales enablement tools
Data-driven approach to decision-making and program evaluation
Excellent presentation and facilitation skills
Collaborative mindset with the ability to work effectively across departments
Passion for continuous learning and staying updated on industry trends
[Location] based or willing to work remotely with occasional travel as needed

📞 Screening Interview

Directions for the Interviewer

This initial screening interview is crucial for quickly assessing if a candidate should move forward in the process for the Enablement Manager (Sales Development) role. Focus on relevant experience, key skills, and performance history. Getting details on past performance early is essential. Ask all candidates the same questions to ensure fair comparisons.

Take detailed notes during the interview to support your evaluations. Complete the scorecard immediately after the interview while your impressions are fresh. Remember that this is just the first step in the process, so focus on gathering key information rather than making a final decision.

Directions to Share with Candidate

"I'll be asking you some initial questions about your background and experience to determine fit for our Enablement Manager (Sales Development) role. Please provide concise but thorough answers. Do you have any questions before we begin?"

Interview Questions

1. Tell me about your experience in sales enablement roles, particularly in supporting Sales Development Representatives (SDRs).

Areas to Cover:

Years of sales enablement experience
Types of sales teams supported
Specific responsibilities related to SDR enablement
Key achievements in improving SDR performance

Possible Follow-up Questions:

How did you measure the impact of your enablement initiatives?
What was the most challenging aspect of supporting SDRs?

2. Describe a training program you designed and implemented for a sales team. What was the goal, and how did you measure its success?

Areas to Cover:

Program objectives and design process
Content creation and delivery methods
Measurement of effectiveness
Results and lessons learned

Possible Follow-up Questions:

How did you tailor the program to different learning styles?
What would you do differently if you were to run the program again?

3. Walk me through your approach to managing multiple enablement projects simultaneously.

Areas to Cover:

Project prioritization methods
Tools or systems used for project management
Stakeholder communication strategies
Handling competing deadlines

Possible Follow-up Questions:

Can you give an example of a time when you had to adjust project priorities? How did you handle it?
How do you ensure project quality when managing multiple initiatives?

4. How have you used data analysis to improve sales enablement initiatives?

Areas to Cover:

Types of data analyzed
Analysis tools and techniques used
How insights were translated into action
Impact of data-driven decisions

Possible Follow-up Questions:

What's the most interesting insight you've uncovered through data analysis?
How do you present complex data findings to non-technical stakeholders?

5. Describe a situation where you had to collaborate with multiple departments to implement an enablement initiative.

Areas to Cover:

Departments involved and their roles
Communication and alignment strategies
Challenges faced and how they were overcome
Outcome of the collaboration

Possible Follow-up Questions:

How did you handle any conflicts or disagreements between departments?
What did you learn about cross-functional collaboration from this experience?

6. What sales methodologies are you familiar with, and how have you incorporated them into your enablement programs?

Areas to Cover:

Specific methodologies mentioned (e.g., SPIN, Challenger, Solution Selling)
Understanding of methodology principles
Examples of application in training or coaching
Adaptability to different sales approaches

Possible Follow-up Questions:

How do you stay updated on new sales methodologies and trends?
How do you determine which methodology is best for a particular sales team?

7. Why are you interested in this Enablement Manager role at our company?

Areas to Cover:

Knowledge of company and role
Alignment with career goals
Enthusiasm for sales enablement and company mission

Possible Follow-up Questions:

What do you know about our company's products/services and target market?
How does this role fit into your long-term career plans?

Interview Scorecard

Relevant Sales Enablement Experience

0: Not Enough Information Gathered to Evaluate
1: Less than 1 year of sales enablement experience
2: 1-2 years of sales enablement experience, limited SDR focus
3: 2-3 years of sales enablement experience with SDR focus
4: 3+ years of diverse sales enablement experience with strong SDR focus

Training Program Design Skills

0: Not Enough Information Gathered to Evaluate
1: Limited experience in designing training programs
2: Basic ability to design simple training programs
3: Demonstrated success in designing effective training programs
4: Exceptional training design skills with innovative approaches and measurable results

Project Management Abilities

0: Not Enough Information Gathered to Evaluate
1: Struggles with managing multiple projects
2: Can manage multiple projects but may face challenges
3: Effectively manages multiple projects with good organizational skills
4: Excels at managing complex, multi-faceted projects with outstanding results

Data Analysis and Reporting Skills

0: Not Enough Information Gathered to Evaluate
1: Limited experience with data analysis in sales enablement
2: Basic data analysis skills, some application to enablement initiatives
3: Strong data analysis skills, consistently applies insights to improve programs
4: Advanced data analysis expertise, drives significant improvements through data-driven decisions

Cross-functional Collaboration

0: Not Enough Information Gathered to Evaluate
1: Struggles to work effectively across departments
2: Can collaborate with other departments but may face challenges
3: Works well across departments, builds good relationships
4: Exceptional at fostering cross-functional collaboration, drives alignment and results

Sales Methodology Knowledge

0: Not Enough Information Gathered to Evaluate
1: Limited knowledge of sales methodologies
2: Familiar with one or two methodologies, basic application
3: Strong knowledge of multiple methodologies, effective application in enablement
4: Expert in various methodologies, innovatively applies and adapts them for maximum impact

Interest and Fit for Role

0: Not Enough Information Gathered to Evaluate
1: Minimal interest or understanding of role/company
2: Basic interest and understanding of role/company
3: Strong interest and good understanding of role/company
4: Exceptional enthusiasm and deep understanding of role/company

Goal: Reduce new SDR ramp-up time by 25% through improved onboarding and training programs within the first six months

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve goal based on experience and skills
2: May partially achieve goal with significant support
3: Likely to achieve goal based on relevant experience
4: Likely to exceed goal based on exceptional experience and innovative ideas

Goal: Achieve a 90% or higher satisfaction rate from SDRs on the relevance and effectiveness of enablement materials and training

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve goal based on training design skills
2: May partially achieve goal with improvement in content creation
3: Likely to achieve goal based on demonstrated training success
4: Likely to exceed goal based on outstanding training design and delivery skills

Goal: Increase SDR team productivity (measured by qualified opportunities created) by 15% through targeted enablement initiatives within one year

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve goal based on limited impact evidence
2: May partially achieve goal with significant guidance
3: Likely to achieve goal based on past performance improvements
4: Likely to exceed goal based on track record of driving significant productivity gains

Goal: Develop and implement a standardized process for measuring and reporting on enablement ROI within the first quarter

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve goal based on limited data analysis skills
2: May partially achieve goal with support from analytics team
3: Likely to achieve goal based on demonstrated data analysis abilities
4: Likely to exceed goal based on advanced analytics expertise and ROI measurement experience

Overall Recommendation

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

🎓 Work Sample: Design a Mini-Training Program

Directions for the Interviewer

This work sample assesses the candidate's ability to design and deliver effective training content for SDRs. It evaluates their instructional design skills, presentation abilities, and understanding of sales development best practices. Provide the candidate with the necessary background information 24 hours before the interview to allow for adequate preparation.

Best practices:

Give the candidate 30 minutes to present their mini-training program
Allow 15 minutes for Q&A and feedback
Take detailed notes on content quality, delivery style, and engagement techniques
Provide brief feedback on one strength and one area for improvement
If possible, include an actual SDR in the audience to provide feedback from the target learner's perspective

Directions to Share with Candidate

"For this exercise, you'll design a 30-minute training session for our SDR team on a new prospecting technique called 'Personalized Video Outreach.' We'll provide you with background information on the technique and our company goals. Please prepare a brief training plan and be ready to present a 10-minute segment of the training as if you were delivering it to our SDR team. We'll follow up with Q&A and feedback. You'll have 24 hours to prepare. Do you have any questions?"

Provide the candidate with:

Overview of the 'Personalized Video Outreach' technique
Company goals related to SDR prospecting
Current SDR team performance metrics
Target audience information (SDR team size, experience level, etc.)
Any relevant company tools or technologies

Interview Scorecard

Training Content Quality

0: Not Enough Information Gathered to Evaluate
1: Content is irrelevant or inaccurate
2: Basic content covers some key points
3: Comprehensive content addresses all major aspects of the technique
4: Exceptional content with innovative insights and practical application

Instructional Design

0: Not Enough Information Gathered to Evaluate
1: Poor structure, unclear learning objectives
2: Basic structure with some clear objectives
3: Well-structured with clear, achievable learning objectives
4: Outstanding design with engaging activities and clear path to mastery

Presentation Skills

0: Not Enough Information Gathered to Evaluate
1: Poor delivery, lacks engagement
2: Adequate delivery with some engagement
3: Confident delivery with good audience engagement
4: Exceptional delivery, highly engaging and inspiring

Adaptation to Audience

0: Not Enough Information Gathered to Evaluate
1: Content not tailored to SDR audience
2: Some attempt to tailor content to SDRs
3: Content well-tailored to SDR needs and experience level
4: Expertly tailored content with relevant examples and scenarios

Practical Application

0: Not Enough Information Gathered to Evaluate
1: No clear application of technique to SDR role
2: Basic application with limited practical examples
3: Clear application with relevant practical examples
4: Exceptional application with innovative ideas for immediate implementation

Q&A Handling

0: Not Enough Information Gathered to Evaluate
1: Unable to answer questions effectively
2: Provides basic answers to questions
3: Confidently answers questions with relevant information
4: Provides insightful answers and expands on topics effectively

Goal: Reduce new SDR ramp-up time by 25% through improved onboarding and training programs within the first six months

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Goal: Achieve a 90% or higher satisfaction rate from SDRs on the relevance and effectiveness of enablement materials and training

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Goal: Increase SDR team productivity (measured by qualified opportunities created) by 15% through targeted enablement initiatives within one year

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Goal: Develop and implement a standardized process for measuring and reporting on enablement ROI within the first quarter

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal
2: Likely to Partially Achieve Goal
3: Likely to Achieve Goal
4: Likely to Exceed Goal

Overall Recommendation

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

👔 Hiring Manager Interview

Directions for the Interviewer

This interview focuses on the candidate's relevant work history and performance in sales and enablement roles. Ask the following questions for each relevant previous role, adapting as needed for time and the number of relevant roles. Ask all questions on the most recent or most relevant role. Probe for specific examples and quantifiable results. Pay attention to the progression of responsibilities and achievements across roles, particularly in areas of training design, program implementation, and enablement effectiveness measurement.

Directions to Share with Candidate

"I'd like to discuss your relevant work experience in sales and enablement in more detail. We'll go through each of your previous roles, focusing on your responsibilities, achievements, and lessons learned. Please provide specific examples and metrics where possible."

Interview Questions

What are a few personality traits your co-workers would use to describe you?

‍Areas to Cover:

Self-awareness
Interpersonal skills
Alignment with company culture

‍Possible Follow-up Questions:

Can you provide an example of how these traits have helped you in your career?
How do you think these traits would benefit you in this role?
Are there any traits you're actively working to improve?

Tell me about your role at [company]. What attracted you to this opportunity?

‍Areas to Cover:

Company background and enablement focus
Target audience for training programs
Enablement methodologies used
Measurement of program effectiveness

‍Possible Follow-up Questions:

What was the size and structure of the sales team you supported?
How did you identify the key enablement needs of the organization?
What tools or technologies did you use to deliver and track training?
How did you align enablement initiatives with broader business goals?

Walk me through the process of designing and implementing a significant enablement program in this role.

‍Areas to Cover:

Needs assessment and goal setting
Instructional design approach
Stakeholder management and buy-in
Implementation strategy
Measurement of success

‍Possible Follow-up Questions:

How did you gather input from various stakeholders?
What challenges did you face during implementation and how did you overcome them?
How did you measure the ROI of this program?
What would you do differently if you were to design this program again?

Tell me about your most successful enablement initiative. What made it effective?

‍Areas to Cover:

Program objectives and design
Implementation strategy
Measurable outcomes
Factors contributing to success

‍Possible Follow-up Questions:

How did you measure the impact on sales performance?
What feedback did you receive from the sales team and leadership?
How did you iterate on the program based on initial results?
How did this success influence future enablement strategies?

Describe a time when an enablement program didn't meet expectations. How did you handle it?

‍Areas to Cover:

Initial goals and expectations
Identification of issues
Problem-solving approach
Lessons learned and applied

‍Possible Follow-up Questions:

How did you communicate challenges to stakeholders?
What data did you use to diagnose the problems?
What changes did you implement to improve the program?
How did this experience shape your approach to future initiatives?

How did you collaborate with sales leadership and other departments to ensure alignment of enablement efforts?

‍Areas to Cover:

Cross-functional communication strategies
Alignment with sales and company goals
Stakeholder management
Conflict resolution

‍Possible Follow-up Questions:

How did you handle conflicting priorities between departments?
What processes did you establish for ongoing collaboration?
How did you ensure buy-in from sales leadership for your initiatives?
Can you give an example of how this collaboration led to a successful outcome?

Which job that you've had in the past does this one remind you of the most?

‍Areas to Cover:

Similarities in enablement processes
Team structure comparisons
Required skills overlap
Potential challenges and opportunities

‍Possible Follow-up Questions:

What specific aspects feel similar to you?
What skills from that experience would transfer well to this role?
What challenges from that role might you anticipate here?
How would you adapt your approach given the similarities and differences?

Interview Scorecard

Relevant Experience

0: Not Enough Information Gathered to Evaluate
1: Limited experience in sales enablement or training roles
2: Some experience in enablement, but gaps in key areas like program design or measurement
3: Strong relevant experience aligned with role requirements, including program design and implementation
4: Extensive highly relevant experience exceeding role requirements, with proven success in multiple enablement areas

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Struggles to connect enablement initiatives to broader business goals
2: Shows basic understanding of strategic alignment but limited execution
3: Consistently aligns enablement programs with company objectives
4: Demonstrates innovative strategic approaches that drive significant business impact

Instructional Design Skills

0: Not Enough Information Gathered to Evaluate
1: Limited experience in designing training programs
2: Basic instructional design skills with some successful programs
3: Strong instructional design skills with a track record of effective programs
4: Exceptional instructional design expertise with innovative, highly impactful programs

Analytical Problem-Solving

0: Not Enough Information Gathered to Evaluate
1: Struggles to use data effectively in decision-making
2: Basic ability to analyze data and identify issues
3: Strong analytical skills, effectively using data to drive improvements
4: Exceptional problem-solving skills, consistently leveraging data for strategic insights

Goal: Reduce new SDR ramp-up time by 25% through improved onboarding and training programs within the first six months.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve significant reduction in ramp-up time
2: Likely to achieve some reduction, but less than 25%
3: Likely to achieve 25% reduction in ramp-up time
4: Likely to exceed 25% reduction in ramp-up time

Goal: Achieve a 90% or higher satisfaction rate from SDRs on the relevance and effectiveness of enablement materials and training.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve high satisfaction rates
2: Likely to achieve moderate satisfaction rates, but below 90%
3: Likely to achieve 90% satisfaction rate
4: Likely to exceed 90% satisfaction rate

Goal: Increase SDR team productivity (measured by qualified opportunities created) by 15% through targeted enablement initiatives within one year.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve significant productivity increase
2: Likely to achieve some productivity increase, but less than 15%
3: Likely to achieve 15% productivity increase
4: Likely to exceed 15% productivity increase

Overall Recommendation

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

🧠 Behavioral Competency Interview

Directions for the Interviewer

This interview assesses the candidate's behavioral competencies critical for success in the Enablement Manager (Sales Development) role. Ask all candidates the same questions, probing for specific examples and details about the situation, actions taken, results achieved, and lessons learned. Avoid hypothetical scenarios and focus on past experiences. Pay particular attention to how the candidate demonstrates strategic thinking, instructional design skills, and interpersonal influence in their responses.

Directions to Share with Candidate

"I'll be asking you about specific experiences from your past that relate to key competencies for this role. Please provide detailed examples, including the situation, your actions, the outcomes, and what you learned. Take a moment to think before answering if needed."

Interview Questions

Tell me about a time when you had to design and implement a new training program or enablement initiative from scratch. How did you approach it, and what were the results? (Strategic Thinking, Instructional Design)

‍Areas to Cover:

Needs assessment and goal setting
Program design process
Stakeholder management and buy-in
Implementation strategy
Measurement of effectiveness

‍Possible Follow-up Questions:

How did you ensure the program aligned with broader business objectives?
What challenges did you face during the design or implementation phase?
How did you measure the program's impact on sales performance?
What would you do differently if you were to design this program again?

Describe a situation where you had to influence stakeholders across different departments to support an enablement initiative. How did you approach this? (Interpersonal Influence, Adaptability)

‍Areas to Cover:

Identification of key stakeholders and their interests
Communication and persuasion strategies
Handling of objections or resistance
Adaptation of approach for different audiences
Long-term impact on cross-functional relationships

‍Possible Follow-up Questions:

How did you tailor your communication style for different stakeholders?
What challenges did you face in aligning diverse stakeholder interests?
How did you build consensus among conflicting viewpoints?
What strategies did you use to maintain stakeholder engagement throughout the initiative?

Give me an example of a time when you used data analysis to identify a problem in the sales process and developed a solution through enablement. What was your approach? (Analytical Problem-Solving, Strategic Thinking)

‍Areas to Cover:

Data sources and analysis methods
Problem identification process
Solution development and justification
Implementation of enablement program
Measurement of results and iteration

‍Possible Follow-up Questions:

How did you gather and validate the data you used?
What tools or technologies did you use in your analysis?
How did you present your findings and recommendations to leadership?
What was the long-term impact of your solution on sales performance?

Interview Scorecard

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Struggles to connect enablement initiatives to broader business goals
2: Shows basic understanding of strategic alignment but limited execution
3: Consistently aligns enablement programs with company objectives
4: Demonstrates innovative strategic approaches that drive significant business impact

Instructional Design

0: Not Enough Information Gathered to Evaluate
1: Limited ability to create effective training materials
2: Can develop basic training programs with some effectiveness
3: Designs engaging and impactful training programs tailored to adult learners
4: Creates innovative, highly effective training solutions that significantly improve performance

Analytical Problem-Solving

0: Not Enough Information Gathered to Evaluate
1: Struggles to use data effectively in decision-making
2: Basic ability to analyze data and identify issues
3: Strong analytical skills, effectively using data to drive improvements
4: Exceptional problem-solving skills, consistently leveraging data for strategic insights

Adaptability

0: Not Enough Information Gathered to Evaluate
1: Resists change and struggles to adjust strategies
2: Can adapt when given clear direction
3: Flexibly adjusts approaches based on changing business needs
4: Proactively anticipates changes and innovates to stay ahead of market conditions

Interpersonal Influence

0: Not Enough Information Gathered to Evaluate
1: Difficulty in building relationships and influencing others
2: Can influence some stakeholders but struggles with resistance
3: Effectively builds relationships and gains buy-in across the organization
4: Masterfully influences stakeholders at all levels, driving alignment and action

Goal: Reduce new SDR ramp-up time by 25% through improved onboarding and training programs within the first six months.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve significant reduction in ramp-up time
2: Likely to achieve some reduction, but less than 25%
3: Likely to achieve 25% reduction in ramp-up time
4: Likely to exceed 25% reduction in ramp-up time

Goal: Achieve a 90% or higher satisfaction rate from SDRs on the relevance and effectiveness of enablement materials and training.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve high satisfaction rates
2: Likely to achieve moderate satisfaction rates, but below 90%
3: Likely to achieve 90% satisfaction rate
4: Likely to exceed 90% satisfaction rate

Goal: Increase SDR team productivity (measured by qualified opportunities created) by 15% through targeted enablement initiatives within one year.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve significant productivity increase
2: Likely to achieve some productivity increase, but less than 15%
3: Likely to achieve 15% productivity increase
4: Likely to exceed 15% productivity increase

Overall Recommendation

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

👨‍💼 Executive Interview

Directions for the Interviewer

This interview further assesses the candidate's behavioral competencies from an executive perspective. Ask all candidates the same questions, probing for specific examples and details about the situation, actions taken, results achieved, and lessons learned. Avoid hypothetical scenarios and focus on past experiences. Pay particular attention to how the candidate demonstrates strategic thinking, adaptability, and the ability to drive measurable business results through enablement initiatives.

Directions to Share with Candidate

Interview Questions

Tell me about a time when you had to develop a comprehensive enablement strategy to support a major business initiative or change. How did you approach this challenge? (Strategic Thinking, Adaptability)

‍Areas to Cover:

Assessment of business needs and goals
Development of enablement strategy
Alignment with other departments and leadership
Implementation and change management
Measurement of impact on business objectives

‍Possible Follow-up Questions:

How did you ensure your enablement strategy aligned with the overall business strategy?
What challenges did you face in gaining buy-in from leadership and other departments?
How did you adapt your strategy as the initiative progressed?
What metrics did you use to measure the success of your enablement efforts?

Describe a situation where you had to balance competing priorities or resource constraints while managing multiple enablement initiatives. How did you handle it? (Analytical Problem-Solving, Interpersonal Influence)

‍Areas to Cover:

Prioritization process and criteria
Resource allocation strategies
Stakeholder communication and expectation management
Trade-offs and decision-making rationale
Results achieved across initiatives

‍Possible Follow-up Questions:

How did you determine which initiatives to prioritize?
What tools or methods did you use to manage resources effectively?
How did you communicate decisions and manage expectations with stakeholders?
Can you give an example of a difficult trade-off you had to make and its impact?

Give me an example of a time when you identified an opportunity to significantly improve the effectiveness of the sales organization through enablement. What was your approach, and what were the results? (Strategic Thinking, Instructional Design)

‍Areas to Cover:

Identification of improvement opportunity
Development of enablement solution
Implementation and adoption strategy
Measurement of impact on sales performance
Long-term sustainability of improvements

‍Possible Follow-up Questions:

How did you identify this opportunity for improvement?
What data or insights did you use to support your proposed solution?
How did you ensure adoption and engagement from the sales team?
What was the quantifiable impact on sales performance, and how did you measure it?

Interview Scorecard

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Focuses primarily on short-term, tactical execution
2: Demonstrates some longer-term planning
3: Develops comprehensive strategies aligned with business goals
4: Creates innovative, market-leading strategic approaches to enablement

Adaptability

0: Not Enough Information Gathered to Evaluate
1: Struggles to adjust to changing business needs
2: Can adapt when given clear direction
3: Flexibly adjusts strategies based on evolving business requirements
4: Proactively anticipates changes and innovates to stay ahead of market conditions

Analytical Problem-Solving

0: Not Enough Information Gathered to Evaluate
1: Relies on intuition rather than data for decision-making
2: Uses basic data analysis to inform decisions
3: Effectively leverages data and insights to drive improvements
4: Demonstrates exceptional analytical skills, uncovering hidden opportunities for optimization

Interpersonal Influence

0: Not Enough Information Gathered to Evaluate
1: Difficulty in gaining buy-in from stakeholders
2: Can influence some stakeholders but struggles with resistance
3: Effectively builds relationships and gains support across the organization
4: Masterfully influences stakeholders at all levels, driving alignment and action

Instructional Design

0: Not Enough Information Gathered to Evaluate
1: Limited ability to create effective training materials
2: Develops basic training programs with some effectiveness
3: Designs engaging and impactful training solutions tailored to business needs
4: Creates innovative, highly effective enablement programs that significantly improve performance

Goal: Reduce new SDR ramp-up time by 25% through improved onboarding and training programs within the first six months.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve significant reduction in ramp-up time
2: Likely to achieve some reduction, but less than 25%
3: Likely to achieve 25% reduction in ramp-up time
4: Likely to exceed 25% reduction in ramp-up time

Goal: Achieve a 90% or higher satisfaction rate from SDRs on the relevance and effectiveness of enablement materials and training.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve high satisfaction rates
2: Likely to achieve moderate satisfaction rates, but below 90%
3: Likely to achieve 90% satisfaction rate
4: Likely to exceed 90% satisfaction rate

Goal: Increase SDR team productivity (measured by qualified opportunities created) by 15% through targeted enablement initiatives within one year.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve significant productivity increase
2: Likely to achieve some productivity increase, but less than 15%
3: Likely to achieve 15% productivity increase
4: Likely to exceed 15% productivity increase

Overall 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 for the Enablement Manager (Sales Development) role. 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 the 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

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.

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.

Based on the candidate's experience and interview responses, how likely are they to achieve the goal of reducing new SDR ramp-up time by 25% through improved onboarding and training programs within the first six months?

‍Guidance: Discuss specific examples from the candidate's past performance and strategies they mentioned that indicate their ability to optimize onboarding and training processes.

How well-equipped is the candidate to increase SDR team productivity by 15% through targeted enablement initiatives within one year?

‍Guidance: Consider the candidate's past experiences with driving sales performance improvements and their ideas for enhancing SDR productivity.

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.

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.

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.

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 Checks

Directions for Conducting Reference Checks

When conducting reference checks, aim to speak with former managers and colleagues who have directly worked with the candidate in a sales enablement capacity. Explain that their feedback will be kept confidential and used to help make a hiring decision. Ask the same core questions to each reference for consistency, but feel free to ask follow-up questions based on their responses.

Questions for Reference Checks

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

‍Guidance:

Establish the context of the relationship
Determine the relevance of the reference's feedback

‍Possible Follow-up Questions:

How closely did you work with [Candidate Name] on sales enablement initiatives?
Were you directly involved in evaluating their performance?

Can you describe [Candidate Name]'s primary responsibilities in their sales enablement role?

‍Guidance:

Verify the candidate's claims about their previous role
Understand the scope of their responsibilities

‍Possible Follow-up Questions:

How did their responsibilities evolve over time?
What were the most challenging aspects of their role?

How would you rate [Candidate Name]'s performance in designing and implementing training programs for sales teams?

‍Guidance:

Assess the candidate's instructional design skills
Determine the effectiveness of their training programs

‍Possible Follow-up Questions:

Can you provide specific examples of successful training programs they developed?
How did they measure the impact of their training initiatives?

Can you give an example of a particularly challenging enablement project that [Candidate Name] successfully completed?

‍Guidance:

Evaluate the candidate's problem-solving skills
Assess their ability to handle complex enablement situations

‍Possible Follow-up Questions:

What specific obstacles did they overcome?
How did their solution impact the sales team's performance?

How would you describe [Candidate Name]'s approach to using data and analytics to drive enablement decisions?

‍Guidance:

Assess the candidate's analytical skills
Understand their data-driven decision-making process

‍Possible Follow-up Questions:

Can you provide an example of how they used data to improve an enablement initiative?
How effective were they in communicating data insights to stakeholders?

How did [Candidate Name] collaborate with sales leadership and other departments to ensure alignment of enablement efforts?

‍Guidance:

Evaluate the candidate's interpersonal influence skills
Assess their ability to work cross-functionally

‍Possible Follow-up Questions:

How did they handle conflicts or disagreements between departments?
What strategies did they use to gain buy-in from stakeholders?

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

‍Guidance:

Get a quantifiable measure of the reference's overall impression
Understand the reasoning behind their rating

‍Possible Follow-up Questions:

What would need to change for you to give them a higher rating?
In what type of role or environment do you think they would be most successful?

Reference Check Scorecard

Verification of Role and Responsibilities

0: Not Enough Information Gathered to Evaluate
1: Significant discrepancies with candidate's claims
2: Some minor discrepancies
3: Mostly aligns with candidate's claims
4: Fully verifies and expands on candidate's claims

Training Program Design and Implementation

0: Not Enough Information Gathered to Evaluate
1: Struggled to create effective training programs
2: Designed adequate training programs with some positive impact
3: Consistently developed effective training programs with measurable results
4: Created innovative, highly impactful training programs that significantly improved sales performance

Strategic Thinking and Alignment with Business Goals

0: Not Enough Information Gathered to Evaluate
1: Focused primarily on tactical execution without strategic consideration
2: Showed some strategic thinking but struggled to align with broader business goals
3: Consistently aligned enablement initiatives with business objectives
4: Demonstrated exceptional strategic thinking, driving significant business impact through enablement initiatives

Analytical Problem-Solving and Data-Driven Decision Making

0: Not Enough Information Gathered to Evaluate
1: Rarely used data to inform decisions
2: Used basic data analysis to guide some decisions
3: Consistently leveraged data and analytics to drive improvements
4: Excelled at using advanced analytics to uncover insights and optimize enablement efforts

Cross-Functional Collaboration and Interpersonal Influence

0: Not Enough Information Gathered to Evaluate
1: Struggled to work effectively with other departments
2: Collaborated adequately with some departments
3: Effectively built relationships and aligned efforts across multiple departments
4: Exceptionally skilled at fostering cross-functional collaboration and influencing stakeholders at all levels

Adaptability and Innovation

0: Not Enough Information Gathered to Evaluate
1: Resistant to change and new ideas
2: Adapted to changes when required but rarely initiated improvements
3: Proactively adapted to changing needs and regularly suggested improvements
4: Consistently drove innovation in enablement practices and quickly adapted to evolving business requirements

Impact on Sales Performance

0: Not Enough Information Gathered to Evaluate
1: Enablement efforts had little to no measurable impact on sales performance
2: Some initiatives showed modest improvements in sales performance
3: Consistently delivered enablement initiatives that improved key sales metrics
4: Enablement efforts resulted in significant, sustained improvements across multiple sales performance indicators

Overall Recommendation from Reference

0: Not Enough Information Gathered to Evaluate
1: Would not rehire (1-3 on scale)
2: Might rehire (4-6 on scale)
3: Would likely rehire (7-8 on scale)
4: Would definitely rehire (9-10 on scale)

Goal: Reduce new SDR ramp-up time by 25% through improved onboarding and training programs within the first six months

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve significant reduction in ramp-up time
2: Likely to achieve some reduction, but less than 25%
3: Likely to achieve 25% reduction in ramp-up time
4: Likely to exceed 25% reduction in ramp-up time

Goal: Achieve a 90% or higher satisfaction rate from SDRs on the relevance and effectiveness of enablement materials and training

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve high satisfaction rates
2: Likely to achieve moderate satisfaction rates, but below 90%
3: Likely to achieve 90% satisfaction rate
4: Likely to exceed 90% satisfaction rate

Goal: Increase SDR team productivity (measured by qualified opportunities created) by 15% through targeted enablement initiatives within one year

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve significant productivity increase
2: Likely to achieve some productivity increase, but less than 15%
3: Likely to achieve 15% productivity increase
4: Likely to exceed 15% productivity increase

Goal: Develop and implement a standardized process for measuring and reporting on enablement ROI within the first quarter

0: Not Enough Information Gathered to Evaluate
1: Unlikely to develop and implement an effective ROI measurement process
2: Likely to partially develop a process, but may struggle with implementation
3: Likely to develop and implement a standardized ROI measurement process
4: Likely to exceed expectations, developing an advanced and highly effective ROI measurement process

Frequently Asked Questions

How can I assess a candidate's instructional design skills?Look for specific examples of training programs the candidate has designed and implemented. Ask about their process for needs assessment, content creation, and measuring effectiveness. The work sample exercise is particularly valuable for evaluating these skills. For more insights, check out our article on how to conduct a job interview.

What's the best way to evaluate strategic thinking ability?Focus on questions that ask candidates to describe how they've aligned enablement initiatives with broader business goals. Look for evidence of long-term planning and the ability to anticipate future needs. Our blog post on how to identify top sales leaders in the interview process offers valuable insights on assessing strategic thinking.

How important is prior SDR experience for this role?While direct SDR experience can be beneficial, it's not always necessary. Focus on the candidate's ability to understand and support sales processes, their experience in designing effective training programs, and their track record of improving sales team performance. Our article on key competencies to consider when hiring sales roles can help you prioritize the most critical skills.

What questions can reveal a candidate's data analysis capabilities?Ask for specific examples of how they've used data to improve enablement initiatives. Probe for their experience with different analysis tools and techniques, and how they've presented complex findings to stakeholders. Our blog on mastering sales hiring with data-backed candidate profiles provides insights on evaluating analytical skills.

How can I determine if a candidate can influence cross-functional stakeholders?Look for examples of successful cross-departmental projects they've led or contributed to. Ask about their strategies for gaining buy-in and managing conflicting priorities. Our article on interviewing sellers for emotional intelligence offers techniques that can be applied to assessing interpersonal influence.

What should I look for in the work sample exercise?Evaluate the candidate's ability to create engaging, relevant content for SDRs. Pay attention to their instructional design approach, how they incorporate adult learning principles, and their presentation skills. Also, assess how they handle feedback and questions during the Q&A portion.

How can I assess adaptability in the interview process?Ask for examples of how candidates have handled unexpected changes or challenges in previous roles. Look for evidence of learning agility and willingness to embrace new ideas. Our blog post on interviewing sellers for adaptability provides valuable insights applicable to this role.

What are some red flags to watch out for when interviewing?Be cautious of candidates who struggle to provide specific examples of their achievements, show little enthusiasm for ongoing learning, or have difficulty articulating how they've measured the impact of their work. Our article on 9 simple ways to avoid failed sales hires offers additional guidance on identifying potential issues.

How do I evaluate a candidate's project management skills?Ask about their experience managing multiple initiatives simultaneously. Look for examples of how they've prioritized tasks, managed resources, and met deadlines. Probe for their strategies in handling competing demands and unexpected obstacles.

What follow-up questions are most effective for probing deeper?Use questions that ask for more details about specific situations, such as "Can you walk me through your decision-making process in that scenario?" or "What were the measurable outcomes of that initiative?" Our blog on asking the right questions to understand the truth about a sales candidate's past performance provides valuable techniques for effective follow-up questioning.