Interview Guide for

Sales Enablement Manager

This comprehensive interview guide is designed to help you effectively evaluate candidates for the Sales Enablement Manager 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:

Thoroughly review 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 special attention to the work sample exercise, as it provides valuable insights into the candidate's instructional design skills and ability to create effective onboarding programs.
During the behavioral competency interview, focus on assessing key competencies such as adaptability, analytical thinking, and collaboration. These traits are crucial for success in the Sales Enablement Manager role.
In the executive interview, evaluate the candidate's strategic thinking and potential for driving organizational change.
Conduct thorough reference checks to verify the candidate's claims and gain additional insights into their performance in previous roles.
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 interview question ideas specific to this role, visit: Sales Enablement Manager Interview Questions.

Job Description

🚀 Sales Enablement Manager

About [Company]

[Company] is a leader in [Industry], providing innovative solutions for [Value Proposition]. Our mission is to help businesses better serve and protect their end users' identities while putting people first. We're looking for a Sales Enablement Manager to join our growing team and support our sales organization in becoming more effective sellers of our complex, technical, and ever-growing suite of products.

🎯 What You'll Do

As a Sales Enablement Manager at [Company], you'll play a crucial role in equipping our sales team with the knowledge, skills, and resources they need to succeed. Your responsibilities will include:

🏫 Develop and manage onboarding programs for new sales team members
📚 Create and deliver ongoing training and certification programs
🛠️ Build and improve sales processes and tools
📊 Develop and maintain sales collateral and internal knowledge bases
🧠 Become an expert in our industry, products, and customer challenges
🔄 Adapt quickly to the changing needs of our sales team

💼 What We're Looking For

Exceptional written and verbal communication skills
Ability to simplify complex information and teach it effectively
Quick learner who can grasp technical subjects rapidly
Genuine desire to be helpful and adaptable to changing needs
Process-oriented with the ability to work in ambiguous situations
Strong collaboration and interpersonal skills
Deep care for the quality of your work

🌟 Preferred Qualifications

Experience in a customer-facing role at a fast-moving tech company
Familiarity with CRM systems and sales enablement tools
Knowledge of AI tools for sales enablement

🌈 Our Values

Own it: We learn from our mistakes and build on our successes
Stay curious: We focus on long-term goals while addressing short-term challenges
Do what's right - even when it's hard: We maintain a growth mindset
Collaborate and challenge with empathy: We invest in each other's success
Empower Customers: We strive to exceed customer expectations

💰 Benefits

Competitive salary and equity package
Comprehensive health, dental, and vision insurance
401(k) contribution
Unlimited PTO and quarterly mental health days
Professional development stipends
[Other benefits specific to the company]

🌍 Location

This position will be [remote/hybrid/on-site] in [Location]

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 Screening Call

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

Work Sample: Design a Mini Onboarding Program

An opportunity to demonstrate your sales enablement skills through a practical exercise.

Hiring Manager Interview

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

Behavioral Competency Interview

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

Executive Interview

A 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!

🌱 Equal Employment Opportunity

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

Ideal Candidate Profile (Internal)

Role Overview

The Sales Enablement Manager will be responsible for developing and implementing strategies to improve the effectiveness and efficiency of our sales team. This role requires a blend of sales knowledge, instructional design skills, and project management capabilities to create and maintain a robust sales enablement program.

Essential Behavioral Competencies

Instructional Design: Ability to create engaging and effective learning experiences that cater to various learning styles and complexities of information.
Adaptability: Flexibility to quickly adjust strategies and content based on changing sales team needs and market conditions.
Analytical Thinking: Capacity to analyze sales performance data and identify areas for improvement in the sales process and enablement programs.
Collaboration: Skill in working effectively with various stakeholders, including sales leadership, product teams, and marketing, to align enablement efforts with overall business goals.
Project Management: Ability to manage multiple initiatives simultaneously, prioritize tasks, and deliver high-quality results within set timelines.

Desired Outcomes

Example Goals for Role:

Increase new sales hire ramp-up time by 25% within the first year through improved onboarding programs.
Achieve a 90% or higher satisfaction rate from sales team members for training programs and resources.
Implement at least two new sales enablement tools or processes that demonstrably improve sales efficiency or effectiveness.
Develop and maintain a comprehensive knowledge base that reduces repetitive questions to sales leadership by 40%.
Collaborate with product and marketing teams to create at least one new sales playbook per quarter for key product offerings or target industries.

Ideal Candidate Profile

Proven track record in sales enablement or similar role in a fast-paced, technology-driven environment
Strong understanding of modern sales methodologies and best practices
Excellent presentation and facilitation skills, with the ability to engage audiences of various sizes and seniority levels
Experience with learning management systems and sales enablement tools
Data-driven approach to measuring the impact of enablement initiatives
Proactive problem-solver with a growth mindset
[Location] based or willing to work remotely/relocate as per company requirements
Bachelor's degree in Business, Education, or related field (or equivalent experience)

📞 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 Sales Enablement Manager role. Focus on relevant experience, performance history, key skills, and cultural fit. Getting details on past performance and impact 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 Sales Enablement Manager role. Please provide concise but thorough answers, focusing on specific examples and outcomes where possible. Do you have any questions before we begin?"

Interview Questions

Tell me about your most impactful sales enablement or training initiative. What was the problem you were trying to solve, and what were the results?

Areas to Cover:

Scope and complexity of the initiative
Problem-solving approach
Measurable impact on sales performance
Collaboration with stakeholders

Possible Follow-up Questions:

How did you measure the success of this initiative?
What challenges did you face, and how did you overcome them?
How did you gain buy-in from sales leadership and reps?

Walk me through your process for designing and implementing a new training program or sales tool.

Areas to Cover:

Needs assessment and goal-setting
Instructional design methodology
Implementation and change management
Evaluation and iteration

Possible Follow-up Questions:

How do you ensure your training programs cater to different learning styles?
Can you give an example of how you've used data to improve a training program?
How do you balance the need for comprehensive training with salespeople's limited time?

Describe a situation where you had to quickly adapt your enablement strategy due to a significant change (e.g., new product launch, market shift, or company reorganization).

Areas to Cover:

Ability to work under pressure
Adaptability and quick learning
Stakeholder communication
Prioritization skills

Possible Follow-up Questions:

How did you ensure the sales team remained effective during this transition?
What lessons did you learn from this experience?
How do you stay informed about industry trends and potential disruptors?

What sales methodologies or frameworks are you most familiar with, and how have you applied them in your enablement work?

Areas to Cover:

Knowledge of modern sales approaches
Ability to translate methodologies into practical training
Customization of frameworks to fit organizational needs

Possible Follow-up Questions:

How do you determine which methodology is most appropriate for a given sales team or product?
Can you give an example of how you've blended different methodologies to create a custom approach?
How do you measure the effectiveness of a particular sales methodology?

Tell me about your experience with CRM systems and sales enablement technologies. How have you leveraged these tools to improve sales performance?

Areas to Cover:

Familiarity with common CRM and enablement tools
Strategic use of technology to support sales processes
Data analysis and reporting capabilities

Possible Follow-up Questions:

How have you helped drive CRM adoption among sales teams?
What's your approach to evaluating and selecting new sales enablement technologies?
How do you use data from these systems to inform your enablement strategies?

How do you collaborate with other departments (e.g., product, marketing, customer success) to ensure alignment in your enablement efforts?

Areas to Cover:

Cross-functional communication skills
Ability to manage competing priorities
Understanding of broader business objectives

Possible Follow-up Questions:

Can you give an example of a successful cross-departmental project you led?
How do you handle conflicts or misalignments between departments?
How do you ensure consistent messaging across all customer-facing teams?

Why are you interested in this Sales Enablement Manager role at our company, and how does it align with your career goals?

Areas to Cover:

Knowledge of company and role
Alignment with career aspirations
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 do you see the role of sales enablement evolving in the coming years?
What aspect of this role excites you the most?

Interview Scorecard

Relevant Sales Enablement Experience

0: Not Enough Information Gathered to Evaluate
1: Less than 2 years of relevant experience
2: 2-3 years of relevant experience with limited scope
3: 3-5 years of relevant experience with demonstrated impact
4: 5+ years of diverse, high-impact sales enablement experience

Instructional Design Skills

0: Not Enough Information Gathered to Evaluate
1: Basic understanding of training design
2: Can design simple training programs
3: Demonstrates strong instructional design skills with varied approaches
4: Expert in creating innovative, highly effective learning experiences

Adaptability and Learning Agility

0: Not Enough Information Gathered to Evaluate
1: Struggles with change and new concepts
2: Can adapt to change with support
3: Demonstrates good adaptability and quick learning
4: Thrives in dynamic environments, proactively seeks new knowledge

Sales Methodology Knowledge

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of sales methodologies
2: Familiar with basic sales methodologies
3: Strong knowledge of multiple methodologies and their application
4: Expert in applying and customizing various sales frameworks

Technology Proficiency

0: Not Enough Information Gathered to Evaluate
1: Limited experience with CRM and enablement tools
2: Basic proficiency with common tools
3: Strong proficiency, can leverage tools strategically
4: Advanced skills, including data analysis and system optimization

Cross-functional Collaboration

0: Not Enough Information Gathered to Evaluate
1: Struggles to work effectively across departments
2: Can collaborate with other teams when required
3: Proactively builds strong cross-functional relationships
4: Exceptional at driving alignment and leading cross-departmental initiatives

Goal: Increase new sales hire ramp-up time by 25% within the first year

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve goal
2: May partially achieve goal
3: Likely to achieve goal
4: Likely to exceed goal

Goal: Achieve 90% or higher satisfaction rate from sales team for training programs

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve goal
2: May partially achieve goal
3: Likely to achieve goal
4: Likely to exceed goal

Goal: Develop and maintain a knowledge base that reduces repetitive questions by 40%

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve goal
2: May 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

🎓 Work Sample: Design a Mini Onboarding Program

Directions for the Interviewer

This work sample assesses the candidate's ability to design an effective onboarding program for new sales hires. It evaluates their instructional design skills, understanding of sales processes, and ability to prioritize information. Provide the candidate with background information on the company, products, and sales team structure 24 hours before the interview.

Best practices:

Give the candidate 30 minutes to present their onboarding plan
Allow 15 minutes for Q&A and feedback
Take detailed notes on the candidate's approach, creativity, and rationale
Provide brief feedback on one strength and one area for improvement
If possible, provide the candidate with a sample onboarding schedule from a different company before the interview

Directions to Share with Candidate

"For this exercise, you'll design a 1-week onboarding program for new sales hires at our company. Using the background information provided, create a schedule that covers essential knowledge and skills for our sales team. You'll have 30 minutes to present your plan, including your rationale for the content and structure. We'll then have a 15-minute Q&A and feedback session. Please be prepared to explain your choices and how you would measure the program's effectiveness. Do you have any questions before we begin?"

Provide the candidate with:

Company overview and mission statement
Product/service descriptions and target market information
Sales team structure and key stakeholders
Current sales process overview
Any other relevant background information

Interview Scorecard

Program Structure and Flow

0: Not Enough Information Gathered to Evaluate
1: Disorganized, illogical flow of information
2: Basic structure with some logical progression
3: Well-structured program with clear learning path
4: Exceptional design with innovative, engaging flow

Content Relevance and Prioritization

0: Not Enough Information Gathered to Evaluate
1: Missing key information or includes irrelevant content
2: Covers basic necessary information
3: Well-prioritized content covering all essential areas
4: Expertly curated content with excellent prioritization

Instructional Methods and Engagement

0: Not Enough Information Gathered to Evaluate
1: Relies solely on passive learning methods
2: Incorporates some variety in learning activities
3: Good mix of instructional methods to enhance engagement
4: Innovative approaches to maximize learning and retention

Consideration of Different Learning Styles

0: Not Enough Information Gathered to Evaluate
1: One-size-fits-all approach
2: Some consideration of different learning preferences
3: Clear efforts to accommodate various learning styles
4: Expertly designed to cater to all learning styles

Practical Application and Skill Development

0: Not Enough Information Gathered to Evaluate
1: Focuses solely on theoretical knowledge
2: Includes some practical elements
3: Good balance of theory and practical application
4: Excellent integration of real-world practice and skill-building

Measurement and Evaluation Plan

0: Not Enough Information Gathered to Evaluate
1: No clear plan for measuring effectiveness
2: Basic ideas for evaluation
3: Solid plan for measuring program effectiveness
4: Comprehensive, data-driven approach to evaluation and iteration

Goal: Increase new sales hire ramp-up time by 25% within the first 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: Achieve a 90% or higher satisfaction rate from sales team members for training programs

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: Implement at least two new sales enablement tools or processes that demonstrably improve sales efficiency or effectiveness

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 maintain a comprehensive knowledge base that reduces repetitive questions to sales leadership by 40%

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 enablement or related 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.

Directions to Share with Candidate

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

Interview Questions

Of all the jobs you've held, which was your favorite and why?

Areas to Cover:

Motivations and preferences
Alignment with current role
Self-awareness

Possible Follow-up Questions:

What aspects of that role do you hope to find in this position?
How did that experience shape your career goals?
How do you think that experience has prepared you for a sales enablement role?

Tell me about your role at [company]. What were your main responsibilities in terms of sales enablement or training?

Areas to Cover:

Overview of sales enablement programs developed
Target audience (e.g., new hires, existing sales team)
Types of training and resources created
Collaboration with sales leadership and other departments
Tools and technologies used

Possible Follow-up Questions:

How did you assess the needs of the sales team?
What was your process for developing new training programs?
How did you measure the effectiveness of your enablement initiatives?
Can you give an example of a particularly successful program you implemented?

What were your key achievements in this role related to improving sales performance or efficiency?

Areas to Cover:

Specific metrics improved (e.g., ramp-up time, win rates, quota attainment)
Innovative programs or initiatives launched
Recognition or awards received
Impact on overall sales team performance

Possible Follow-up Questions:

How did you measure the impact of your enablement efforts on sales performance?
Can you walk me through the process of implementing your most successful initiative?
What feedback did you receive from the sales team and leadership?
How did you iterate on your programs based on results and feedback?

Describe a situation where you had to adapt your enablement strategy due to changes in the business or market. How did you approach this?

Areas to Cover:

Identification of the need for change
Process for gathering input and making decisions
Implementation of new strategy
Results and lessons learned

Possible Follow-up Questions:

How did you communicate these changes to the sales team?
What challenges did you face in implementing the new strategy?
How did you ensure adoption of the new approach?
What would you do differently if faced with a similar situation in the future?

Tell me about your experience with sales enablement tools and technologies. How have you leveraged these in your previous roles?

Areas to Cover:

Specific tools used (e.g., LMS, CRM, sales enablement platforms)
Selection and implementation process
Integration with existing systems and processes
Results achieved through technology adoption

Possible Follow-up Questions:

How did you evaluate and select new tools?
What was your approach to ensuring adoption of new technologies?
Can you give an example of how you used data from these tools to improve your enablement programs?
What challenges did you face in implementing new technologies, and how did you overcome them?

Which job that you've had in the past does this Sales Enablement Manager role remind you of the most?

Areas to Cover:

Similarities in responsibilities and challenges
Relevant skills and experiences that would transfer
Differences in scope or complexity
Lessons learned that could be applied to this role

Possible Follow-up Questions:

What specific aspects of that role do you think have prepared you for this position?
How would you adapt your approach from that experience to fit our organization?
What additional skills or knowledge do you think you'd need to develop for this role?
How do you see your career progression in sales enablement?

Interview Scorecard

Relevant Experience

0: Not Enough Information Gathered to Evaluate
1: Limited experience in sales enablement or related fields
2: Some experience in sales enablement, but gaps in key areas
3: Strong relevant experience aligned with role requirements
4: Extensive highly relevant experience exceeding role requirements

Program Development and Implementation

0: Not Enough Information Gathered to Evaluate
1: Limited experience developing and implementing enablement programs
2: Has developed basic programs with some success
3: Consistently creates and implements effective enablement programs
4: Innovates and implements industry-leading enablement initiatives

Impact on Sales Performance

0: Not Enough Information Gathered to Evaluate
1: Unable to demonstrate significant impact on sales performance
2: Shows some positive impact on sales metrics
3: Consistently improves key sales performance indicators
4: Drives exceptional improvements in sales performance across multiple metrics

Adaptability and Innovation

0: Not Enough Information Gathered to Evaluate
1: Struggles to adapt to changes or innovate
2: Shows some ability to adapt and introduce new ideas
3: Demonstrates good adaptability and introduces valuable innovations
4: Excels at adapting to change and driving innovative solutions

Technology Proficiency

0: Not Enough Information Gathered to Evaluate
1: Limited experience with relevant sales enablement technologies
2: Familiar with some key tools but lacks depth in utilization
3: Proficient with a range of relevant technologies and their strategic application
4: Expert in leveraging and integrating multiple technologies for maximum impact

Goal: Increase new sales hire ramp-up time by 25% within the first year through improved onboarding programs.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve significant improvement in ramp-up time
2: Likely to achieve some improvement, but may fall short of 25% goal
3: Likely to achieve 25% improvement in ramp-up time
4: Likely to exceed 25% improvement in ramp-up time

Goal: Achieve a 90% or higher satisfaction rate from sales team members for training programs and resources.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve high satisfaction rates
2: Likely to improve satisfaction, but may fall short of 90% goal
3: Likely to achieve 90% satisfaction rate
4: Likely to exceed 90% satisfaction rate

Goal: Implement at least two new sales enablement tools or processes that demonstrably improve sales efficiency or effectiveness.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to successfully implement new tools or processes
2: Likely to implement new tools or processes, but impact may be limited
3: Likely to implement two impactful new tools or processes
4: Likely to implement more than two highly impactful tools or processes

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 Sales Enablement Manager 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 the key competencies of Instructional Design, Adaptability, and Analytical Thinking.

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 complex training program for a sales team. What was your approach, and what were the results? (Instructional Design, Project Management)

Areas to Cover:

Needs assessment and goal-setting process
Design and development of training materials
Delivery methods and technologies used
Evaluation of program effectiveness
Collaboration with stakeholders

Possible Follow-up Questions:

How did you ensure the training content was engaging and effective for different learning styles?
What challenges did you face during the implementation, and how did you overcome them?
How did you measure the impact of the training on sales performance?
What would you do differently if you were to design this program again?

Describe a situation where you had to quickly adapt your sales enablement strategy due to unexpected changes in the market or business environment. How did you handle it? (Adaptability, Analytical Thinking)

Areas to Cover:

Nature of the unexpected change
Process for gathering and analyzing relevant information
Decision-making and strategy adjustment
Communication with sales team and leadership
Short-term and long-term outcomes

Possible Follow-up Questions:

How did you prioritize which aspects of your strategy to change?
What data or insights did you use to inform your new approach?
How did you ensure the sales team could quickly adapt to the changes?
What lessons did you learn from this experience that you've applied since?

Give me an example of a time when you used data analysis to identify gaps in sales performance and developed a solution to address them. What was your approach, and what were the results? (Analytical Thinking, Collaboration)

Areas to Cover:

Data sources and analysis methods used
Key insights uncovered
Process for developing and proposing solutions
Collaboration with sales leadership and other departments
Implementation and results measurement

Possible Follow-up Questions:

How did you present your findings and recommendations to stakeholders?
What challenges did you face in getting buy-in for your proposed solution?
How did you ensure the solution was effectively implemented across the sales team?
What ongoing monitoring or adjustments did you make based on initial results?

Interview Scorecard

Instructional Design

0: Not Enough Information Gathered to Evaluate
1: Limited ability to design effective learning experiences
2: Can create basic training programs but lacks sophistication
3: Consistently designs engaging and effective learning experiences
4: Exceptional at creating innovative, high-impact training programs

Adaptability

0: Not Enough Information Gathered to Evaluate
1: Struggles to adjust to changing circumstances
2: Can adapt when given clear direction
3: Proactively adjusts strategies based on changing needs
4: Thrives in dynamic environments, driving positive change

Analytical Thinking

0: Not Enough Information Gathered to Evaluate
1: Limited ability to analyze data and derive insights
2: Can perform basic analysis but struggles with complex data
3: Effectively analyzes complex data to inform strategy
4: Exceptional at using data analysis to drive innovative solutions

Project Management

0: Not Enough Information Gathered to Evaluate
1: Struggles to manage projects effectively
2: Can manage simple projects but struggles with complexity
3: Consistently delivers projects on time and within scope
4: Excels at managing complex projects, often exceeding expectations

Collaboration

0: Not Enough Information Gathered to Evaluate
1: Difficulty working effectively with others
2: Collaborates adequately but may struggle in complex situations
3: Consistently collaborates effectively across departments
4: Exceptional at building partnerships and driving cross-functional success

Goal: Increase new sales hire ramp-up time by 25% within the first year through improved onboarding programs.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve significant improvement in ramp-up time
2: Likely to achieve some improvement, but may fall short of 25% goal
3: Likely to achieve 25% improvement in ramp-up time
4: Likely to exceed 25% improvement in ramp-up time

Goal: Achieve a 90% or higher satisfaction rate from sales team members for training programs and resources.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve high satisfaction rates
2: Likely to improve satisfaction, but may fall short of 90% goal
3: Likely to achieve 90% satisfaction rate
4: Likely to exceed 90% satisfaction rate

Goal: Implement at least two new sales enablement tools or processes that demonstrably improve sales efficiency or effectiveness.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to successfully implement new tools or processes
2: Likely to implement new tools or processes, but impact may be limited
3: Likely to implement two impactful new tools or processes
4: Likely to implement more than two highly impactful tools or processes

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 a strategic 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 leadership, strategic thinking, and the ability to drive organizational change.

Directions to Share with Candidate

Interview Questions

Tell me about a time when you had to develop a comprehensive sales enablement strategy that aligned with broader business objectives. How did you approach this challenge? (Strategic Thinking, Collaboration)

Areas to Cover:

Process for understanding business objectives and sales challenges
Stakeholder engagement and buy-in
Key components of the strategy
Implementation plan and change management
Measurement of success and long-term impact

Possible Follow-up Questions:

How did you ensure your strategy addressed the needs of different sales roles or segments?
What challenges did you face in getting executive buy-in, and how did you overcome them?
How did you balance short-term wins with long-term strategic goals?
How has this experience shaped your approach to strategic planning in sales enablement?

Describe a situation where you had to lead a significant change in sales processes or tools that met with initial resistance. How did you manage this transition? (Adaptability, Project Management)

Areas to Cover:

Nature of the change and reasons for resistance
Approach to communicating the need for change
Strategies for overcoming resistance
Implementation process and change management techniques
Results and lessons learned

Possible Follow-up Questions:

How did you identify and address the root causes of resistance?
What specific tactics did you use to gain buy-in from key influencers in the sales organization?
How did you measure the success of the change initiative?
What would you do differently if faced with a similar situation in the future?

Give me an example of how you've used data and analytics to drive continuous improvement in sales enablement programs. What was your approach, and what were the outcomes? (Analytical Thinking, Instructional Design)

Areas to Cover:

Types of data and analytics used
Process for identifying areas for improvement
Development of data-driven solutions
Implementation and iteration of improvements
Impact on sales performance and enablement effectiveness

Possible Follow-up Questions:

How did you ensure you were measuring the right metrics?
What challenges did you face in collecting or analyzing the data, and how did you overcome them?
How did you translate data insights into actionable improvements in your enablement programs?
How have you fostered a data-driven culture within your team or organization?

Interview Scorecard

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Focuses primarily on tactical execution
2: Shows some strategic thinking but lacks depth
3: Consistently develops strategies aligned with business objectives
4: Demonstrates exceptional strategic vision and execution

Collaboration

0: Not Enough Information Gathered to Evaluate
1: Struggles to work effectively across departments
2: Collaborates adequately but may miss opportunities for synergy
3: Builds strong partnerships across the organization
4: Excels at driving cross-functional collaboration and alignment

Adaptability

0: Not Enough Information Gathered to Evaluate
1: Resists change or struggles to adapt
2: Can adapt to change when given clear direction
3: Embraces change and helps others adapt
4: Thrives in dynamic environments, driving positive change

Project Management

0: Not Enough Information Gathered to Evaluate
1: Struggles to manage complex projects or initiatives
2: Can manage projects but may miss deadlines or scope
3: Consistently delivers projects on time and within scope
4: Excels at managing complex, high-impact initiatives

Analytical Thinking

0: Not Enough Information Gathered to Evaluate
1: Limited ability to use data to inform decisions
2: Uses basic analytics but struggles with complex data
3: Effectively uses data and analytics to drive improvements
4: Demonstrates advanced analytical skills, driving innovation through data

Instructional Design

0: Not Enough Information Gathered to Evaluate
1: Limited ability to design effective learning experiences
2: Creates adequate training programs but lacks innovation
3: Consistently designs engaging and effective learning experiences
4: Pioneers innovative approaches to sales enablement and training

Goal: Increase new sales hire ramp-up time by 25% within the first year through improved onboarding programs.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve significant improvement in ramp-up time
2: Likely to achieve some improvement, but may fall short of 25% goal
3: Likely to achieve 25% improvement in ramp-up time
4: Likely to exceed 25% improvement in ramp-up time

Goal: Achieve a 90% or higher satisfaction rate from sales team members for training programs and resources.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to achieve high satisfaction rates
2: Likely to improve satisfaction, but may fall short of 90% goal
3: Likely to achieve 90% satisfaction rate
4: Likely to exceed 90% satisfaction rate

Goal: Implement at least two new sales enablement tools or processes that demonstrably improve sales efficiency or effectiveness.

0: Not Enough Information Gathered to Evaluate
1: Unlikely to successfully implement new tools or processes
2: Likely to implement new tools or processes, but impact may be limited
3: Likely to implement two impactful new tools or processes
4: Likely to implement more than two highly impactful tools or processes

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. Use the questions below to guide the discussion.

Start the meeting by reviewing the requirements for the Sales Enablement Manager 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 sales hire ramp-up time by 25% within the first year?

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

How well-equipped is the candidate to achieve a 90% or higher satisfaction rate from sales team members for training programs and resources?

Guidance: Consider the candidate's instructional design skills, past feedback from trainees, and their approach to creating engaging learning experiences.

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
Understand the duration and recency of their interaction

Possible Follow-up Questions:

How closely did you work together on sales enablement initiatives?
Were you directly involved in evaluating [Candidate Name]'s 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
Assess the complexity of their previous role

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 impact on sales performance compared to other enablement professionals you've worked with?

Guidance:

Try to get specific metrics or rankings if possible
Understand the candidate's ability to drive sales performance
Assess their overall effectiveness in the role

Possible Follow-up Questions:

Can you provide any specific examples of how they improved sales metrics?
How did they measure and report on the impact of their enablement initiatives?

Can you give an example of a particularly innovative or successful sales enablement program that [Candidate Name] designed and implemented?

Guidance:

Assess the candidate's creativity and instructional design skills
Understand their ability to execute complex enablement projects
Evaluate their problem-solving skills

Possible Follow-up Questions:

What was the impact of this program on sales performance?
How did [Candidate Name] overcome any challenges during implementation?

How would you describe [Candidate Name]'s approach to collaborating with sales leadership, product teams, and other stakeholders?

Guidance:

Evaluate the candidate's relationship-building skills
Assess their ability to work cross-functionally
Understand their communication style

Possible Follow-up Questions:

How effective were they at gaining buy-in for new initiatives?
Can you describe a situation where they successfully navigated conflicting priorities?

How proficient was [Candidate Name] with sales enablement technologies and data analysis?

Guidance:

Assess the candidate's technical skills
Understand their ability to leverage data for decision-making
Evaluate their adaptability to new tools and technologies

Possible Follow-up Questions:

What specific tools or platforms did they use most effectively?
How did they use data to improve enablement programs?

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:

This provides a clear, quantifiable measure of the reference's overall impression
Understand the specific reasons for their rating

Possible Follow-up Questions:

What would make you rate them higher?
In what type of role or organization do you think they would thrive?

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

Impact on Sales Performance

0: Not Enough Information Gathered to Evaluate
1: Minimal impact on sales performance
2: Some positive impact on sales metrics
3: Consistently improved key sales performance indicators
4: Drove exceptional improvements across multiple sales metrics

Instructional Design and Program Development

0: Not Enough Information Gathered to Evaluate
1: Basic program design skills
2: Developed adequate training programs
3: Created engaging and effective learning experiences
4: Pioneered innovative, high-impact enablement programs

Stakeholder Collaboration

0: Not Enough Information Gathered to Evaluate
1: Struggled to work effectively with other departments
2: Collaborated adequately with some stakeholders
3: Built strong partnerships across the organization
4: Excelled at driving cross-functional collaboration and alignment

Technology Proficiency

0: Not Enough Information Gathered to Evaluate
1: Limited experience with sales enablement tools
2: Basic proficiency with common tools
3: Strong proficiency, leveraged tools strategically
4: Advanced skills, including data analysis and system optimization

Adaptability and Innovation

0: Not Enough Information Gathered to Evaluate
1: Resistant to change or new ideas
2: Adapted to change when directed
3: Embraced change and introduced valuable innovations
4: Drove positive change and pioneered new approaches

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: Increase new sales hire ramp-up time by 25% within the first 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: Achieve a 90% or higher satisfaction rate from sales team members for training programs

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: Implement at least two new sales enablement tools or processes that demonstrably improve sales efficiency or effectiveness

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 maintain a comprehensive knowledge base that reduces repetitive questions to sales leadership by 40%

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

Frequently Asked Questions

How can I effectively assess a candidate's instructional design skills?Look for specific examples of training programs or learning materials the candidate has developed in the past. Ask about their process for creating these materials and how they measure their effectiveness. You can also use the work sample exercise to directly evaluate their instructional design capabilities. For more insights, check out our article on how to conduct a job interview.

What's the best way to evaluate a candidate's ability to adapt to changing business needs?Ask behavioral questions about times when the candidate had to quickly adjust their strategies or programs due to unexpected changes. Look for examples of flexibility, quick learning, and innovative problem-solving. Our blog post on interviewing sellers for adaptability offers valuable insights that can be applied to sales enablement roles.

How do I measure a candidate's analytical thinking capabilities?Use scenario-based questions that require the candidate to analyze complex data or situations. Ask about their experience using data to inform enablement strategies or measure program effectiveness. You can also incorporate a data analysis component into the work sample exercise. Our article on find and hire your ideal sales talent with competency interviews provides techniques that can be adapted for assessing analytical thinking.

What strategies can I use to assess a candidate's collaboration skills?Ask for examples of cross-functional projects the candidate has worked on, focusing on how they built relationships and managed conflicting priorities. Look for evidence of strong communication, empathy, and the ability to influence without direct authority. Our blog post on mastering sales hiring with data-backed candidate profiles offers insights on assessing soft skills like collaboration.

How can I evaluate a candidate's project management experience in a sales enablement context?Ask about complex enablement initiatives the candidate has managed from start to finish. Look for evidence of planning, stakeholder management, resource allocation, and the ability to deliver results on time. The work sample exercise can also provide insights into their project management approach. For more guidance, read our article on how to identify top sales leaders in the interview process.

What are some effective ways to gauge a candidate's strategic thinking abilities?Present scenarios that require long-term planning and ask how they would approach them. Look for the ability to connect enablement initiatives to broader business goals and anticipate future challenges. Our blog post on key competencies to consider when hiring sales roles includes insights on assessing strategic thinking.

How do I assess a candidate's communication skills, especially in translating complex information?Pay attention to how clearly and concisely the candidate explains complex ideas throughout the interview process. Ask them to explain a technical concept as if they were training a new sales rep. The work sample exercise will also provide valuable insights into their communication abilities. For more tips, check out our guide on interviewing sellers for emotional intelligence.

What's the best approach to evaluate a candidate's sales acumen without direct sales experience?Focus on the candidate's understanding of the sales process, customer pain points, and ability to align enablement initiatives with sales objectives. Ask about their experience working closely with sales teams and how they've contributed to improving sales performance. Our article on screening for successful sales candidates offers relevant insights.

How can I use the work sample exercise to get a comprehensive view of a candidate's abilities?Design the exercise to incorporate multiple aspects of the role, such as instructional design, strategic thinking, and data analysis. Provide clear instructions and evaluate not just the final output, but also the candidate's approach, questions asked, and ability to present their work. For more on effective work sample exercises, read our post on mastering role-playing interviews.

What are some red flags to watch out for when interviewing for this role?Be cautious of candidates who struggle to provide specific examples of their impact on sales performance, show little interest in learning about your products or industry, or demonstrate poor communication skills. Also, watch for signs of inflexibility or resistance to change. Our blog post on 9 simple ways to avoid failed sales hires provides additional insights on identifying potential issues during the hiring process.