Interview Guide for

Sales Trainer

This comprehensive interview guide for a Sales Trainer role provides a structured framework to assess candidates' abilities to develop and deliver effective sales training programs. With careful consideration of adult learning principles, training methodologies, and sales expertise, this guide will help you identify candidates who can elevate your sales team's performance through impactful training initiatives.

How to Use This Guide

This interview guide is designed to help you conduct thorough, consistent interviews for your Sales Trainer position. To get the most out of this resource:

Customize the questions and evaluation criteria to align with your company's specific sales methodologies, products, and culture
Share the guide with your interview team to ensure alignment and consistency across all interviews
Use the same questions for all candidates to enable fair comparison
Leverage the follow-up questions to dive deeper into candidates' responses and gain richer context
Score candidates independently before discussing evaluations with the team to avoid bias
Use the interview scorecard to objectively evaluate candidates based on the competencies that matter most

For additional guidance on conducting effective interviews, check out Yardstick's resources on how to conduct a job interview.

Job Description

Sales Trainer

About [Company]

[Company] is a leading provider of [products/services] in the [industry] industry. We're dedicated to empowering our customers to achieve [key benefit] through innovative solutions. Our sales team is at the heart of our success, and we're looking for an exceptional Sales Trainer to help them reach their full potential.

The Role

The Sales Trainer will be responsible for designing, developing, and delivering comprehensive training programs that equip our sales team with the knowledge, skills, and techniques needed to excel. This role is crucial for maintaining our sales excellence and driving consistent revenue growth as we continue to expand our market presence.

Key Responsibilities

Design and develop sales training programs that align with [Company]'s sales methodology, products, and culture
Deliver engaging, interactive training sessions for new hire onboarding and ongoing development
Assess training effectiveness and adapt programs to meet evolving needs
Identify skill gaps and create targeted development plans
Collaborate with sales leadership to address performance challenges
Create training materials, including presentations, role-play scenarios, and assessment tools
Stay current on industry trends, competitors, and best practices in sales and adult learning
Coach sales representatives through one-on-one and small group sessions
Measure and report on training impact and ROI

What We're Looking For

3+ years of experience in sales training, preferably in the [industry] industry
Excellent presentation and facilitation skills with the ability to engage diverse audiences
Strong understanding of adult learning principles and instructional design
Experience with various training delivery methods (classroom, virtual, blended)
Knowledge of CRM systems and sales enablement tools
Demonstrated ability to develop engaging training content
Exceptional communication and interpersonal skills
Background in sales with a track record of success preferred
Adaptable and able to quickly grasp complex products and sales processes
Passion for developing others and contributing to sales team success

Why Join [Company]

At [Company], we offer an exciting opportunity to make a significant impact on our sales organization while growing your career. You'll work with talented professionals in a collaborative, innovative environment where your contributions are valued and recognized.

Competitive salary of [Pay Range]
Comprehensive benefits package including health, dental, and vision insurance
401(k) matching program
Professional development opportunities
Flexible work arrangements
Recognition programs that reward excellence

Hiring Process

We've designed a streamlined interview process to help us get to know you while respecting your time:

Initial Screening Interview: A 30-minute conversation with our recruiter to discuss your background and experience.
Training Skills Assessment: You'll prepare and deliver a short training segment on a sales-related topic.
Competency Interview with Sales Leadership: In-depth discussion of your experience, approach to sales training, and alignment with our team.
Final Interview with Senior Leaders: Meet with key stakeholders to discuss how you'd contribute to our sales organization's success.

Ideal Candidate Profile (Internal)

Role Overview

The Sales Trainer role is vital to the success of our sales organization. This individual will be responsible for building and maintaining the skills and knowledge of our sales team through effective training programs. The ideal candidate combines sales expertise, adult learning principles, and engaging facilitation skills to drive performance improvement across the sales organization.

Essential Behavioral Competencies

Training Design & Delivery: Ability to create and facilitate effective training programs using adult learning principles, interactive techniques, and appropriate delivery methods to achieve learning objectives.

Sales Expertise: Demonstrated understanding of sales methodologies, techniques, and processes, with the ability to translate this knowledge into practical training applications.

Needs Analysis & Assessment: Skill in identifying performance gaps, conducting needs assessments, and developing targeted training solutions to address specific challenges.

Adaptability & Flexibility: Ability to adjust training approaches based on audience needs, adapt to changing priorities, and modify programs in response to feedback and results.

Communication & Interpersonal Skills: Excellence in verbal and written communication, with the ability to present complex information clearly and build strong relationships with diverse stakeholders.

Desired Outcomes

Design and implement a comprehensive onboarding program that reduces new sales rep ramp-up time by 20% within six months
Develop ongoing training initiatives that result in a 15% improvement in sales conversion rates across the team
Create and deliver product knowledge training that increases the team's ability to effectively position solutions against competitors
Establish measurement systems that demonstrate clear ROI on training investments
Build a culture of continuous learning and skill development within the sales organization

Ideal Candidate Traits

Experience delivering sales training in [industry] or related field
Track record of creating engaging, interactive learning experiences
Strong facilitation skills with ability to read the room and adjust accordingly
Data-driven approach to measuring training effectiveness
Coaching mindset with genuine desire to help others improve
Creative problem-solver who can design training solutions for complex challenges
Strategic thinker who can align training with business objectives
Collaborative team player who works effectively with sales leaders and cross-functional partners
Credibility with sales professionals based on understanding of their challenges
Growth mindset with commitment to continuous personal development

Screening Interview

Directions for the Interviewer

This initial interview aims to identify candidates with the right mix of sales training expertise, facilitation skills, and alignment with our sales approach. Look for evidence of the candidate's ability to design effective training programs, engage diverse audiences, and drive measurable performance improvements. Pay attention to how they communicate, as this is a critical skill for a trainer. This interview is essential for finding someone who can elevate our sales team's capabilities and contribute to our revenue growth.

During the interview, listen for specific examples that demonstrate the candidate's experience with training design, delivery methods, and measuring results. Note their understanding of adult learning principles and how they've applied these in previous roles. Allow 5-10 minutes at the end for the candidate to ask questions.

Directions to Share with Candidate

Today, we'll discuss your background in sales training, your approach to designing and delivering effective training programs, and your experience working with sales teams. I'll ask you to share specific examples from your past experience. Feel free to take a moment to think before answering, and don't hesitate to ask for clarification if needed.

Interview Questions

Tell me about your experience with sales training. What specific types of training have you designed and delivered?

Areas to Cover

Types of training programs created (onboarding, product knowledge, skills development)
Scope and scale of training responsibilities
Industries and sales environments where they've worked
Audiences they've trained (size, experience level, roles)
Training methodologies and approaches used

Possible Follow-up Questions

How did you determine the content and approach for these training programs?
What was the most successful training program you developed, and why was it effective?
How did your training programs align with the organization's sales methodology?
What was the typical duration of your training programs?

Walk me through your process for designing a new sales training program from needs identification to evaluation of results.

Areas to Cover

Needs assessment methods used
Approach to setting learning objectives
Content development process
Selection of delivery methods
Evaluation techniques to measure effectiveness
Stakeholder involvement in the process
Timeline for development and implementation

Possible Follow-up Questions

How do you ensure training content addresses actual performance gaps?
What challenges have you encountered when developing training programs, and how did you overcome them?
How do you incorporate stakeholder feedback into your design process?
What tools or technologies do you use to support your training design process?

Describe a situation where you had to adapt your training approach to address the needs of different learning styles or skill levels within a sales team.

Areas to Cover

Assessment of different learning needs
Specific adaptations made to content or delivery
Techniques used to engage diverse learners
Results achieved across different learner groups
Lessons learned about flexibility in training

Possible Follow-up Questions

How do you identify different learning styles within a group?
What specific techniques have you found most effective for visual, auditory, or kinesthetic learners?
How do you balance the needs of experienced sales reps versus new hires in the same training?
What feedback did you receive from participants about your adaptations?

How do you measure the effectiveness and ROI of your sales training programs?

Areas to Cover

Key performance indicators used
Measurement tools and methods
Timeline for evaluating results
How data is collected and analyzed
How findings inform future training

Possible Follow-up Questions

Can you share a specific example where you demonstrated clear ROI from a training initiative?
How do you isolate the impact of training from other factors that might influence performance?
What challenges have you faced in measuring training effectiveness, and how did you address them?
How do you report results to stakeholders?

Tell me about a time when a training program you developed didn't achieve the desired results. What did you learn, and how did you adjust your approach?

Areas to Cover

Specific situation and expected outcomes
How the shortfall was identified
Analysis of root causes
Adjustments made to the program
Results after changes were implemented
Lessons learned from the experience

Possible Follow-up Questions

How did you communicate the challenges to stakeholders?
What feedback did you receive from participants that helped you identify issues?
Were there any early warning signs you missed that could have alerted you to problems?
How did this experience change your approach to designing future programs?

How do you stay current on industry trends, sales methodologies, and adult learning principles?

Areas to Cover

Professional development activities
Resources regularly consulted
Industry associations or certifications
How new knowledge is incorporated into training
Examples of implementing new approaches based on trends

Possible Follow-up Questions

What recent development in sales training or methodology are you most excited about?
How have you applied new learning techniques or technologies in your training?
Which resources have been most valuable for your professional growth?
How do you evaluate new trends to determine if they're worth adopting?

Interview Scorecard

Sales Training Expertise

0: Not Enough Information Gathered to Evaluate
1: Limited experience designing or delivering sales training programs
2: Has basic experience with sales training but lacks depth in methodologies
3: Demonstrates solid experience creating and delivering effective sales training with good understanding of methodologies
4: Extensive, proven track record of designing comprehensive sales training programs with advanced knowledge of multiple methodologies

Adult Learning & Instructional Design

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of adult learning principles
2: Basic knowledge of instructional design but applications are formulaic
3: Clear understanding of adult learning principles with evidence of thoughtful application
4: Sophisticated understanding of learning theory with creative, tailored applications

Training Delivery & Facilitation

0: Not Enough Information Gathered to Evaluate
1: Communication skills need development; limited facilitation experience
2: Adequate presentation skills but may lack techniques for engaging diverse audiences
3: Strong facilitation skills with evidence of engaging delivery and audience management
4: Exceptional communication and facilitation abilities with proven techniques for high engagement

Measurement & Analysis

0: Not Enough Information Gathered to Evaluate
1: Minimal experience measuring training effectiveness
2: Basic approach to evaluation but lacks sophisticated analysis
3: Solid methodology for measuring impact with good analytical approach
4: Comprehensive approach to measurement with demonstrated ability to show ROI

Desired Outcome: Reduce new sales rep ramp-up time by 20%

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

Desired Outcome: Improve sales conversion rates by 15%

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

Desired Outcome: Increase team's ability to position against competitors

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

Desired Outcome: Establish effective measurement systems

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

Desired Outcome: Build a culture of continuous learning

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

Hiring Recommendation

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

Work Sample: Training Delivery Demonstration

Directions for the Interviewer

This exercise is designed to assess the candidate's ability to create and deliver effective training content. You'll evaluate their preparation, presentation skills, engagement techniques, content organization, and ability to convey sales concepts clearly. This is a critical assessment that will reveal how the candidate would perform in a core function of the role.

Before the interview, provide the candidate with clear instructions for preparing their training demonstration. Give them at least 24 hours to prepare. Inform them they'll have 15 minutes to deliver their training segment followed by 10 minutes for questions and feedback. After the demonstration, use the scorecard to evaluate their performance objectively.

Directions to Share with Candidate

As part of our interview process, we'd like you to prepare and deliver a 15-minute training segment on one of the following topics:

How to effectively handle sales objections
Techniques for discovering customer needs
Best practices for closing a sale

Your audience will be a group of sales representatives with varying levels of experience. Please prepare as if this were an actual training session, including any materials you would normally use. After your presentation, we'll have 10 minutes for questions and discussion.

When designing your training segment, consider:

How you'll engage participants
What key points you want them to remember
How you'll make the content relevant and applicable
What techniques you'll use to accommodate different learning styles

We're interested in seeing your training style, content organization, and ability to communicate sales concepts effectively.

Interview Scorecard

Content Quality & Relevance

0: Not Enough Information Gathered to Evaluate
1: Content was superficial, disorganized, or inaccurate
2: Basic content with some structure but lacking depth or relevance
3: Well-organized, relevant content with appropriate depth for the audience
4: Exceptional content that was insightful, highly relevant, and strategically structured

Engagement & Facilitation Skills

0: Not Enough Information Gathered to Evaluate
1: Presentation was one-directional with little attempt to engage
2: Some engagement techniques used but limited in effectiveness
3: Good use of interactive elements and effective facilitation techniques
4: Masterful facilitation with highly engaging approach that would resonate with diverse learners

Clarity & Communication

0: Not Enough Information Gathered to Evaluate
1: Difficulty expressing ideas clearly; confusing or disjointed explanation
2: Generally clear but some concepts not well articulated
3: Clear, concise communication with good examples and explanations
4: Exceptional clarity with compelling examples and ability to simplify complex concepts

Materials & Visual Aids

0: Not Enough Information Gathered to Evaluate
1: Poor quality or irrelevant materials that detracted from learning
2: Basic materials that supported content but didn't enhance learning
3: Well-designed materials that effectively supported key concepts
4: Innovative, professional materials that significantly enhanced the learning experience

Desired Outcome: Reduce new sales rep ramp-up time by 20%

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

Desired Outcome: Improve sales conversion rates by 15%

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

Desired Outcome: Increase team's ability to position against competitors

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

Desired Outcome: Establish effective measurement systems

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

Desired Outcome: Build a culture of continuous learning

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

Hiring Recommendation

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

Sales Leadership Competency Interview

Directions for the Interviewer

This interview focuses on assessing the candidate's expertise in sales methodologies, ability to identify and address performance gaps, and skills in developing effective training solutions. As a sales leader, your perspective on whether the candidate understands sales challenges and can create impactful training interventions is crucial. Look for concrete examples of how they've worked with sales teams to improve performance. This interview is essential because the Sales Trainer will collaborate closely with your team and directly impact their results.

Be sure to probe for specific examples and results rather than accepting theoretical answers. Listen for evidence of the candidate's ability to analyze sales performance issues, design targeted solutions, and measure impact. Allow time at the end for the candidate to ask questions about your sales organization and challenges.

Directions to Share with Candidate

In this conversation, we'll focus on your experience working with sales teams to improve performance through training. I'll ask you to share specific examples of how you've identified needs, designed solutions, and measured results. We're interested in understanding your approach to sales training and how you've addressed various challenges in past roles.

Interview Questions

Tell me about a time when you identified a significant performance gap in a sales team and designed a training program to address it. What was your approach and what results did you achieve? (Needs Analysis & Assessment, Sales Expertise)

Areas to Cover

How the performance gap was identified and measured
Process for analyzing root causes
Approach to designing the training solution
Implementation strategy
Measurement of results
Collaboration with sales leadership
Reception from the sales team

Possible Follow-up Questions

What data or information sources did you use to identify the performance gap?
How did you prioritize which performance issues to address first?
What resistance did you encounter, and how did you handle it?
How did you gain buy-in from sales leadership for your approach?

Describe your experience with different sales methodologies. How have you incorporated these methodologies into your training programs? (Sales Expertise, Training Design & Delivery)

Areas to Cover

Specific sales methodologies the candidate has worked with
Understanding of methodology principles and applications
How methodologies were translated into training content
Customization for specific products, markets, or selling environments
How multiple methodologies might be blended or adapted
Measurement of methodology effectiveness

Possible Follow-up Questions

How do you determine which sales methodology is appropriate for a specific sales team or situation?
How have you helped sales reps apply methodological frameworks to real-world situations?
What challenges have you encountered when implementing a new sales methodology?
How do you update training when sales methodologies evolve?

Give me an example of how you've used coaching alongside formal training to improve a sales representative's performance. (Communication & Interpersonal Skills, Adaptability & Flexibility)

Areas to Cover

Assessment of individual development needs
Coaching approach and techniques used
Balance between formal training and one-on-one coaching
Relationship building with the sales representative
Measurement of improvement
Follow-up and reinforcement strategies
Lessons learned about effective coaching

Possible Follow-up Questions

How did you establish trust with the sales representative?
What resistance did you encounter, and how did you overcome it?
How did you determine when to coach versus when to train?
What techniques have you found most effective for different types of performers?

Interview Scorecard

Sales Expertise

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of sales methodologies and practices
2: Basic knowledge of sales processes but lacks depth in modern approaches
3: Strong grasp of sales methodologies with practical application experience
4: Expert knowledge of multiple sales approaches with proven ability to adapt to different selling environments

Needs Analysis & Assessment

0: Not Enough Information Gathered to Evaluate
1: Rudimentary approach to identifying training needs
2: Can identify obvious performance gaps but analysis lacks depth
3: Thorough approach to needs assessment with good analytical skills
4: Sophisticated needs analysis capabilities with proven ability to uncover root causes of performance issues

Adaptability & Flexibility

0: Not Enough Information Gathered to Evaluate
1: Rigid in approach; difficulty adapting to different situations
2: Shows some ability to adjust but prefers established methods
3: Demonstrates good flexibility in training approaches based on needs
4: Highly adaptable with proven ability to customize approaches for maximum effectiveness

Communication & Interpersonal Skills

0: Not Enough Information Gathered to Evaluate
1: Communication lacks clarity or effectiveness
2: Adequate communication but may struggle with certain audiences or situations
3: Strong communicator who builds good relationships with stakeholders
4: Exceptional communicator with demonstrated ability to influence at all levels

Desired Outcome: Reduce new sales rep ramp-up time by 20%

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

Desired Outcome: Improve sales conversion rates by 15%

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

Desired Outcome: Increase team's ability to position against competitors

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

Desired Outcome: Establish effective measurement systems

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

Desired Outcome: Build a culture of continuous learning

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

Hiring Recommendation

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

Senior Leadership Interview

Directions for the Interviewer

This final interview evaluates the candidate's strategic thinking, alignment with organizational objectives, and ability to make an impact at a broader level. As a senior leader, your assessment of how this candidate will integrate with the organization's culture and contribute to business goals is vital. Look for evidence of the candidate's ability to connect training initiatives to business outcomes and work effectively across functions. This interview is essential because the Sales Trainer will be a key resource in developing the capabilities that drive revenue growth.

Focus on understanding how the candidate approaches training from a strategic perspective. Explore their vision for building a learning culture and their ability to work with leadership to align training with business priorities. Allow ample time for the candidate to ask questions about the organization's direction, challenges, and expectations.

Directions to Share with Candidate

In this conversation, we'll discuss your approach to sales training at a strategic level. I'm interested in understanding how you've aligned training initiatives with business objectives in the past and your vision for building an effective sales training function. Please share specific examples of your experience and impact.

Interview Questions

How do you ensure sales training initiatives align with broader business objectives? Provide an example of how you've done this successfully. (Training Design & Delivery, Adaptability & Flexibility)

Areas to Cover

Process for understanding business objectives
Stakeholder engagement approach
Methods for translating business goals into training initiatives
Measurement framework
Reporting to leadership
Adjustments based on business changes
Results achieved

Possible Follow-up Questions

How do you balance short-term training needs with long-term capability building?
How have you handled situations where training priorities needed to shift due to business changes?
What stakeholders do you typically involve when developing strategically aligned training?
How do you demonstrate the business impact of your training initiatives?

Describe your approach to building a culture of continuous learning within a sales organization. What specific initiatives have you implemented, and what results did you see? (Communication & Interpersonal Skills, Sales Expertise)

Areas to Cover

Vision for learning culture
Specific programs or initiatives implemented
Tools or technologies leveraged
Leadership engagement strategies
Peer learning approaches
Measurement of cultural change
Challenges encountered and solutions

Possible Follow-up Questions

How did you gain buy-in from sales leadership for your learning initiatives?
What resistance did you encounter, and how did you address it?
How did you recognize and reinforce positive learning behaviors?
What role did technology play in your approach?

Tell me about a situation where you had to influence senior leadership to support a significant change in sales training approach or investment. How did you make your case, and what was the outcome? (Communication & Interpersonal Skills, Needs Analysis & Assessment)

Areas to Cover

Situation and desired change
Analysis and data gathering
Stakeholder mapping and engagement
Communication strategy
Handling of objections
Implementation approach
Results and lessons learned

Possible Follow-up Questions

What data or evidence did you use to support your case?
How did you address concerns or resistance from leadership?
What compromises, if any, did you need to make?
How did you follow up to demonstrate the impact of the change?

Interview Scorecard

Strategic Alignment

0: Not Enough Information Gathered to Evaluate
1: Limited ability to connect training to business objectives
2: Basic understanding of alignment but implementation lacks sophistication
3: Strong approach to creating strategically aligned training initiatives
4: Sophisticated strategic thinker with proven ability to drive business results through training

Change Leadership

0: Not Enough Information Gathered to Evaluate
1: Struggles to lead change effectively
2: Can implement changes but may encounter unnecessary resistance
3: Good change management approach with evidence of successful implementations
4: Exceptional change leader who can transform training approaches with minimal disruption

Executive Presence

0: Not Enough Information Gathered to Evaluate
1: Limited ability to engage effectively with leadership
2: Adequate presence but may struggle with difficult conversations
3: Strong executive presence with good influence skills
4: Outstanding ability to engage and influence at all levels with confidence and credibility

Vision for Learning

0: Not Enough Information Gathered to Evaluate
1: Narrow view of training focused on short-term needs
2: Adequate vision but may lack innovative approaches
3: Clear vision for building learning culture with good implementation strategies
4: Compelling vision with innovative approaches to transforming sales capabilities

Desired Outcome: Reduce new sales rep ramp-up time by 20%

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

Desired Outcome: Improve sales conversion rates by 15%

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

Desired Outcome: Increase team's ability to position against competitors

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

Desired Outcome: Establish effective measurement systems

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

Desired Outcome: Build a culture of continuous learning

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

Hiring Recommendation

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

Debrief Meeting

Directions for Conducting the Debrief Meeting

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

Questions to Guide the Debrief Meeting

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.

How do the candidate's training methods align with our sales methodology and culture?

Guidance: Discuss whether the candidate's approach to training design and delivery would be effective with our sales team and compatible with our existing processes.

What strengths and development areas did we observe in the training demonstration?

Guidance: Compare observations from the work sample to identify patterns in the candidate's facilitation style and content development skills.

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

Reference checks are a critical final step in verifying the candidate's experience and performance claims. They provide valuable context about how the candidate has applied their sales training expertise in previous roles. When conducting these checks, focus on gaining specific examples of the candidate's impact, working style, and areas for development. These conversations can validate what you've learned through the interview process and offer new insights.

Approach these conversations as professional discussions rather than checking boxes. Establish rapport with the reference and ask open-ended questions that encourage detailed responses. Listen for patterns across multiple references. These calls are essential because they provide external validation of the candidate's capabilities and can reveal important nuances about how they operate in a real work environment.

Questions for Reference Checks

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

Guidance: Establish the reference's relationship with the candidate to understand their perspective and the extent of their knowledge of the candidate's work.

What were [Candidate]'s primary responsibilities related to sales training in your organization?

Guidance: Verify the scope and scale of the candidate's previous role to ensure alignment with their interview claims.

What specific training programs or initiatives did [Candidate] design and implement? What results did these programs achieve?

Guidance: Look for concrete examples of the candidate's work and impact, particularly measurable improvements in sales performance.

How would you describe [Candidate]'s training delivery style and effectiveness as a facilitator?

Guidance: Assess the candidate's ability to engage audiences and deliver content effectively, a crucial skill for a Sales Trainer.

How did [Candidate] collaborate with sales leadership to identify needs and ensure training alignment with business goals?

Guidance: Understand the candidate's ability to work with stakeholders and align training with strategic objectives.

What would you say are [Candidate]'s greatest strengths as a sales trainer?

Guidance: Identify the candidate's standout capabilities that could benefit your organization.

In what areas would you suggest [Candidate] focus their professional development?

Guidance: Understand potential growth areas and how they might align with your expectations for the role.

On a scale of 1-10, how likely would you be to hire [Candidate] again for a sales training role? Why?

Guidance: This question often elicits candid feedback and provides context for the reference's overall assessment.

Reference Check Scorecard

Training Expertise Confirmation

0: Not Enough Information Gathered to Evaluate
1: Reference indicates limited training expertise or inconsistencies with resume claims
2: Reference confirms basic training capabilities but suggests limitations
3: Reference strongly validates training expertise with specific examples
4: Reference describes exceptional training capabilities beyond what was claimed in interviews

Results and Impact

0: Not Enough Information Gathered to Evaluate
1: Little evidence of measurable impact in previous roles
2: Some positive results but limited in scope or significance
3: Clear evidence of positive impact on sales performance through training
4: Exceptional results with multiple examples of significant business impact

Leadership and Collaboration

0: Not Enough Information Gathered to Evaluate
1: Reference indicates challenges working with stakeholders or teams
2: Adequate collaborative abilities with some limitations
3: Strong collaborative skills with good stakeholder management
4: Exceptional ability to influence and collaborate at all levels

Cultural Fit and Work Style

0: Not Enough Information Gathered to Evaluate
1: Reference suggests potential concerns about work style or alignment
2: Generally positive work style with minor concerns
3: Work style and approach align well with our culture and needs
4: Reference indicates exceptional alignment with values and approach

Desired Outcome: Reduce new sales rep ramp-up time by 20%

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

Desired Outcome: Improve sales conversion rates by 15%

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

Desired Outcome: Increase team's ability to position against competitors

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

Desired Outcome: Establish effective measurement systems

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

Desired Outcome: Build a culture of continuous learning

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 should we adapt this guide for virtual interviews?

For virtual interviews, ensure all participants have clear instructions for joining the video call and that technology is tested in advance. For the training demonstration, provide specific guidance on screen sharing and any collaboration tools that will be available. Consider breaking longer interviews into multiple sessions to avoid screen fatigue. You may want to review our article on conducting effective virtual interviews for additional tips.

What if a candidate has extensive sales experience but limited formal training experience?

Focus on transferable skills and their ability to communicate complex concepts clearly. During the training demonstration, pay special attention to their natural teaching ability. Ask about situations where they've coached or mentored colleagues, even if not in a formal training role. Someone with strong sales experience and good communication skills may be able to learn training methodologies, whereas training skills without sales credibility can be more challenging.

How should we weight the different parts of the interview process?

The training demonstration should carry significant weight as it directly showcases the candidate's core job function. The competency interviews provide important context about experience and approach. Consider a weighting of approximately 40% for the training demonstration, 30% for the competency interviews combined, 20% for references, and 10% for the initial screening. That said, a significant red flag in any area warrants serious consideration regardless of performance in other areas.

What if we're hiring for a sales trainer who will need to train on highly technical products?

For highly technical products, add questions in the screening interview about experience with complex products and learning curves. Consider modifying the training demonstration to include a technical component. You might also add a technical SME to one of the interview panels to assess the candidate's ability to grasp technical concepts. Finally, references from previous roles with technical products would be particularly valuable.

How important is prior industry experience for this role?

While industry experience can accelerate a sales trainer's effectiveness, the ability to learn new products, understand sales challenges, and design effective training programs is often more important. Look for candidates who demonstrate strong learning agility and who have successfully transitioned between products or industries in the past. That said, for highly specialized industries with unique selling motions, specific industry experience may be more valuable.

Should we involve sales representatives in the interview process?

Including one or two sales representatives in the training demonstration can provide valuable insight into how the candidate interacts with their actual audience. Their feedback on whether the training would be valuable and the trainer credible is important. Consider having 1-2 representatives participate in the demonstration and provide structured feedback rather than having them formally score the candidate.

What if a candidate performs well in interviews but has limited formal training certification?

Formal certifications in training methodologies are helpful but not always essential. Focus on the candidate's demonstrated ability to design effective training and engage an audience. If they show strong natural ability and learning agility, they can likely acquire formal methodological knowledge on the job. Consider what support your organization can provide for professional development if you hire someone with less formal training background.