Sales interview questions: The 10 most common questions and how to answer them

During a sales job interview, your goal is to sell yourself to the interviewer. This might seem easy for those in sales, but it can be challenging for others. This blog post provides a guide to the most common sales interview questions and how you can handle them to achieve the best possible outcome.

11 mins read
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Selling yourself is crucial in a sales role, particularly when responding to sales executive interview questions. Employers will expect you to pitch yourself as you would their products.

At Reed, we have worked with thousands of candidates seeking sales careers, from beginners to experts in head of sales or sales and marketing director roles. Therefore, we have a good idea of the sales interview questions you are likely to encounter and how to respond to them.

This blog post is also a valuable resource for sales talent acquisition managers who are looking for sales interview question ideas to identify the best candidates.

Whether you are searching for sales manager interview questions, sales director interview questions, or sales executive interview questions, we have compiled our top 10 sales interview questions and provided guidance on how to answer them.

Sales interview questions and answers

What do you know about our company?

This is the most frequent question in a sales interview. The interviewer wants to assess if candidates have researched and understood their organization prior to the interview.

What kind of answers should candidates give?

Candidates need to be prepared to answer interview questions. If a candidate is not able to answer such questions, it may give the impression of being unprepared for making sales calls.

To answer this question successfully, it is essential to do research and prepare. One should examine the company website of the business they are applying to and look at their social media presence, including platforms such as Facebook, Twitter, Instagram, and LinkedIn. It is important to note that if the company has a B2B focus, LinkedIn will likely be a valuable tool.

What kind of responses should you look for as an employer?

You should look for candidates who have a good understanding of your business, what drives it, and how it aligns with their values.

Ideally, candidates should provide examples of their research, mention sales leaders, refer to their LinkedIn posts, and explain how their values align with your company's culture. Additionally, they could suggest ways to enhance product sales directly to customers through social media.

When responding to sales interview questions, candidates should be well-informed about your company and offer constructive suggestions based on their research.

How do you feel about making cold calls?

This is an important question because cold calling is a critical skill for the job, especially for sales advisor positions. The interviewer will want to know about your experience, confidence, and personality. It's essential to be clear and concise in your response and to highlight your strengths in these areas.

What kind of responses should candidates give?

When you're asked this sales interview question, you need to demonstrate that you're sociable and comfortable starting a conversation. It can be advantageous to provide examples of when you've done this successfully in the past.

Additionally, you can emphasize that even though the outcome of a cold call can be unpredictable, researching the person and business you're reaching out to can make a significant difference.

What responses should you look for as an employer?

Employers should look for candidates who can confidently, amiably and optimistically respond to a particular question. The ideal answer to the question should always be "yes," even if the task is new to the candidate. The interview serves as the candidate's opportunity to showcase their skills and sell themselves to the employer.

What are your strengths as a sales representative?

One of the key questions to ask during a sales interview is about the candidate's strengths as a sales representative. It provides the interviewee with an opportunity to highlight their past accomplishments and how they can be applied to the new role. This question can help to identify the main aspects of their experience that align with the requirements of the position.

What kind of responses should candidates give?

During a sales interview, candidates should not only highlight their past accomplishments but also talk about the skills and traits that helped them achieve their goals.

For instance, if you succeeded in reaching your targets by making hundreds of cold calls per day, then you should mention this as a testament to your work ethic.

Similarly, if you designed an effective email campaign to target specific people, this interview question provides an opportunity for you to explain how you did it and how your strategies could benefit your potential employer.

What responses should you look for as an employer?

To look for candidates who can confidently promote themselves and provide specific examples of how they have excelled in their previous roles is crucial. During the interview process, candidates should express their passion for problem-solving, their ability to empathize with potential customers, and their expertise in closing deals.

It is important to understand that a candidate's past experience can be a good indicator of their future performance. As a hiring manager, asking sales interview questions can help you assess the candidate's approach to meeting your organization's sales targets.

What drives you?

When it comes to questions to ask in a sales interview, hiring managers are interested in understanding what motivates a candidate to work in sales and what specifically excites them about the job and the company.

What kind of responses should candidates give?

Candidates who aspire to join a particular company should try to align their responses to the company's goals. While salary and bonus are significant motivational factors, it is essential to expand the answer beyond that.

To ace sales interview questions, candidates should emphasize their ability to exceed their quotas and strive to improve their personal best results.

What responses should you look for as an employer?

As an employer, it is important to identify candidates who are enthusiastic and driven. When asking this question, you need to make sure that the interviewees are being truthful and genuine.

Candidates should be able to identify two to four things that are important to them in a work environment, which should not primarily be about money. Instead, they should talk about topics such as their career goals, diversity, company culture, work environment, targets, personal motivators, and teammates.

By doing so, you can gain valuable insights into their values and what drives them, which can help you make informed hiring decisions.

What are you looking for in your next job?

This question is similar to the ones asked in other job interviews and is aimed at evaluating if you have the qualities required for the position. It is a crucial question for sales positions such as a sales executive or sales advisor.

What kind of responses should candidates give?

In this scenario, candidates should use their knowledge of the company's culture, management style, and tools to provide an appropriate response. It is also advisable to address the hiring company's standards, goals, and work environment in your answer. Consider incorporating your personal interests to showcase your enthusiasm for the role.

What responses should you look for as an employer?

The responses you get should be clear and concise, indicating the candidate's specific goals, such as better job satisfaction, more learning opportunities, or a collaborative team environment.

Based on their answers, you can evaluate whether they are a good fit for your organization and how they can contribute to your team's growth.

It is essential to pay close attention to the interviewee's responses to make an informed decision.

What do you dislike about sales?

This question is designed to test the candidate's critical thinking abilities. Other common questions asked in sales interviews include describing weaknesses and sharing examples of conflict resolution in the workplace.

These questions aim to assess the candidate's communication and problem-solving skills.

What kind of responses should candidates give?

Anyone who is asked a sales interview question about what they dislike in sales should be honest and candid in their answer – but be sure to balance the negatives by talking about what you enjoy about the job.

There are positives and negatives in every role and field, so being honest is important, but this is another chance to talk about why you applied for the position.

What responses should you look for as an employer?

It's a well-known fact that sales can be a high-pressure industry, and this is a typical response to this question. However, it's essential to look for candidates who can cope well with pressure.

When asked about their opinion on sales, the ideal candidate should discuss both the positive and negative aspects. Although they may mention their negative experience, they should offset it with more positives. If someone tells you that they don't like the sector, they may want to consider changing their career path.

What are you seeking in your next role?

This question aims to evaluate a candidate's proactive attitude and growth mindset, as hiring managers seek people who can contribute to their team.

What kind of responses should candidates give?

When answering this sales interview question, it's crucial not to spend too much time discussing the negatives of your current job. Instead, concentrate on the experience and skills you've gained and how you're looking forward to using them to progress in your career.

What responses should you look for as an employer?

Focus on the opportunity at hand and what they can bring to the role is important to the interviewee. Hiring managers want to hear about how candidates can benefit the company and how the role can offer them a new challenge or adventure. The interviewee should highlight how they can apply the skills they have acquired in their previous role to achieve goals for the potential new one.

As an interviewer, you should be attentive to the interviewee's response and look for any signs of trouble in their previous position. If they are leaving their current job because of a bad relationship with their manager or because of a pay issue, it is important to explore these reasons further to ensure they will be happy working as part of your team.

In addition, the interviewee should provide insight into what attracted them to your company and job role. This information can help you evaluate the effectiveness of your talent acquisition strategy.

Tell me about a time you achieved or were proud of yourself?

This is a classic asked question in sales job interviews as it helps the interviewer gauge your motivation to succeed and also gives them an insight into your greatest achievements.

What kind of responses should candidates give?

Candidates should follow a structured approach to answer about problem-solving skills.

They should start by describing the situation they faced and the challenges they encountered. Then, they should explain what they were assigned to do and what their goals were. Next, they should discuss the specific actions they took to address the problem, and provide a rationale for each step. Finally, it is crucial to describe the outcome of their actions and the impact they had on the situation.

To make sure the answer is clear and effective, it is important to take a step-by-step approach and provide detailed explanations throughout the response.

What responses should you look for as an employer?

As a hiring manager, it's important to look for instances where a candidate demonstrated determination and reaped rewards as a result of their actions. If the interviewee can back up their responses with data, it will greatly enhance the quality of their answers.

How would your coworkers describe you?

This sales interview question assesses a candidate's self-awareness and cultural fit with the organization.

What kind of responses should candidates give?

You can talk about how your colleagues often praise your perseverance or how goal-driven you are. Additionally, emphasize how you enjoy working with your team and collaborating with others, and that you thrive in a positive and friendly work environment. Remember to double-check for any spelling, grammar, or punctuation errors before submitting your answer.

What responses should you look for as an employer?

For this question, employers will want to hear how someone will adapt to their culture, and how they can adjust to the environment around them. Being part of a team and getting along with other team members is essential.

How did you close your biggest sale?

It's highly probable that you will face this question, whether you're asking interview questions for sales executives, sales directors, or sales managers. This is a great chance for candidates to showcase their skills and explain how their previous work has resulted in measurable achievements.

What kind of responses should candidates give?

To answer this question effectively, you could share a story about how you successfully assisted a customer who was hesitant to make a purchase and explain the methods you used to persuade them to do so.

What responses should you expect as an employer?

It is important to ask for a specific instance of success that is backed up by data and information on how the outcome was achieved. This question provides a valuable opportunity to gain insight into the candidate's skills and knowledge.

Reed has a successful track record in finding sales professionals who enhance company performance. Our specialists also have the experience and expertise to help those sales professionals advance their careers. Contact us today.​

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Parenting Out Loud: improving support for working fathers
11 mins read
  1. Article

Parenting Out Loud: improving support for working fathers

​​The idea of ‘Parenting Out Loud’ is that dads can be loud and proud, open and transparent, about their caring responsibilities at work.

The campaign launched in April, and you may have seen their takeover of the London Underground, with posters across Euston, Victoria and Waterloo stations.

‘Parenting Out Loud’ involves men:

  • Requesting flexible working for childcare reasons

  • Being ‘loud and proud’ about taking parental leave

  • Coming back from parental leave, blogging about it and telling colleagues how good it was and what they learnt

  • Using their out-of-office to talk about childcare responsibilities

  • Being honest with line managers when they need to work from home to look after their sick children

During the General Election campaign, now-Prime Minister Keir Starmer was criticised by the Conservative Party for asserting his intention to finish working on Fridays at 6pm, because it’s reserved for family time.

A while before that, Piers Morgan criticised Daniel Craig for wearing a papoose – questioning his masculinity.

Elliott Rae works with organisations, through keynotes, workshops, and consultancy, to help them support working dads.

According to Elliott, during the pandemic lockdowns, one positive thing that happened was men got to spend more time with their children than ever before, due to having to work from home. Many men found this to be a profoundly positive experience, improving their relationships with their children and making them happier and mentally healthier as a result.

Read the full interview with Elliott Rae, Author, Speaker, and Founder of ‘Parenting Out Loud’:

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Q: What challenges do working dads face in the workplace?

A: Before I get into that, I just want to say working mums have faced challenges for years. It's good we're now talking about the challenges working dads are facing, because that helps create more equality in the workplace.

It means working dads are more involved and active as parents, and they're going to come across some of those same challenges mothers have faced.

Policy: statutory paternity leave in the UK, at present, is one of the least favourable in Europe. It works out at about £182 per week. And around one-in-five dads don't take any paternity leave at all, just because of affordability.

Shared parental leave hasn’t worked. Yes, some people have had some good examples and situations with it, but as a macro policy, it just hasn't worked. The take up has been around four per cent of eligible couples across the country.

Flexible working: we know, across the UK, men are less likely to ask for flexible working. When they do, they are less likely to have those requests approved, due to traditional gendered ideas about who does caregiving in the home. This exists because managers and leaders are products of their environment. That results in dads being scared to ask for flexible working and not getting it when they do.

It's good we’re talking about flexible working in a range of different industries. In many industries where you have to be onsite, around fifty per cent of the working population, this can be a more difficult issue to address, but it should still be reviewed.

Culture: outdated ideas of what it means to be a man, what it means to be a dad – that men aren't equal caregivers or caregivers at all – still exist in many homes and workplaces. This can be a real challenge for dads when it comes to them being caregivers and having a job.

Q: Why do you think these challenges exist?

A: For decades, society has done things in a certain way. We've had quite rigid gendered parenting roles over the years, and we are still living in a world where they exist.

We may be fighting back against them, but we still have strong ideas around who does the care within households. We haven't reformed government policies to match some Nordic countries, who are doing things much better than we are.

However, in a way, Covid and the lockdown were good for fathers. They spent more time with their children than ever before. For decades, men have dominated in senior roles across industries, and a lot of the time they got there with the help of a stay-at-home partner.

We've done this for many years, and it's an exciting time now, where we are starting to rethink what family could look like, what success is for men, and the options available to dads to be able to do things differently.

Q: To what extent could this help women be more successful at work?

A: Not to namedrop, but I was invited to see Michelle Obama last year in Munich. She spoke about parenting and social impact and leadership. At one point, the interviewer asked Michelle, “How do we support more women, like you, who are successful in their careers? You're the former first lady, but you're also a very involved mother.” And she said, “We get men to do more.”

Society has changed so much. Both partners are increasingly working full time. There needs to be a fundamental shift in how we set up the care in our household. And we are not there yet at all. We know that even in couples where a man and woman both work full time, mothers will still do most of the childcare and domestic care.

The conversations we’re having now are not just good for mums, but for dads too. Research shows men are happier when they have close relationships with their children. Success for many men now looks like: yes, career progression and earning money – but also having strong relationships, knowing our children, and looking after our wellbeing.

We are moving away from just being breadwinners, which was quite damaging for our longevity, health and relationships.

Q: What impact could longer paternity leave have on working fathers?

A: Enhanced paid paternity leave, and an organisational culture that supports dads to take it, is fundamental. When they take it, it has profound impacts on the family.

It's important for expectant dads to think about the kind of parent they want to be; the bond they want to have, what kind of music they're going to play or sing to them, what books they're going to read them, what kind of dad they want to be to their child – and build that connection before their baby's even born.

They should be part of the birthing process, and an integral part of the family set up in those first early months.

When dads have that opportunity to bond with their baby, they can learn how to parent independently. We need that time to build strong relationships between fathers and children. We know that when dads can do that, they are more likely to be active caregivers for the rest of a child's life.

It's sad that we have a statutory paternity policy that means dads have just two weeks off. Lots of men will have a physiological, psychological, emotional, even physical change, after becoming a parent. A lot of dads will have a drop in testosterone, for example. That's nature's lovely way of helping us to be caregivers.

We need time to adapt to what it means to be a father. Our life and our relationship with our partner have changed fundamentally. We know that one-in-10 dads suffer from some form of post-natal depression, along with one-in-five mums. One of the key risk indicators for dads developing post-natal depression is a lack of bond with their baby.

Q: In addition to longer parental leave, what support do you think employers should be providing fathers in their workforce?

A: Longer parental leave is imperative. There are around 90-to-100 organisations that have offered equal parental leave – and many more that have enhanced their paternity leave to six-weeks, paid, or 12-weeks, paid, which is fantastic. I think that sends a strong signal. But of course, paternity leave doesn't solve the issues themselves. There’s much more employers can do.

Firstly, they should think about equity and equality when making decisions on who should be allowed to work flexibly, to avoid any bias, and consider whatflexible workinglooks like for working dads.

Organisations should implementdad networks. Having a solid community and conversations in the workplace about the shared experience is so powerful. They can share joys and challenges. Everyone has a different circumstance, so they can explore nuances. These groups can have a significant impact on the wellbeing of fathers. It can also make work feel like a sanctuary, rather than a place that compounds the issues you have at home.

Organisations are starting to understand the power of staff networks for parents, and that dads need their own group within that parenting network. Post-Covid, we’ve seen many big organisations, for example Microsoft and the Co-op, launch spaces for dads.

Role modelling and leadership: leaders who ‘Parent Out Loud’ are compassionate, have empathy, and can challenge their own ideas about gendered parenting roles, support working dads to take the full parental leave that's available, to work flexibly, to make sure they understand employees have lives outside of work and support them being equal caregivers.

Q: To what extent do support needs change depending on the age of their children?

A: Good question, because it's very tempting to focus just on the early years. Don't get me wrong, the early years are important for setting a foundation for what parenting and fatherhood and childcare responsibilities look like in a household.

But we have parental responsibilities for our whole lives. I'm sure there are people reading this who have children going to university or living back home with them after study.

We published a book called ‘Dad’. It’s a curation of 20 stories from different men. There's one story from a dad who talks about his children becoming his friends when they got older and went to university.

There's a story about a dad who became a father during Covid and stories around miscarriage and stillbirth, gay fatherhood, and co-parenting. It's a great example of dads talking deeply about the whole parenting aspect.

Q: What cultural changes would you like to see implemented across UK workplaces?

A: The culture of an organisation represents how things are done, how we make decisions, and how we treat people. It's important for leaders to understand what their company culture looks like, and what that means for people in their organisation.

When it comes to working dads, we know strong, supportive, inclusive cultures will result in higher retention of talent. Dads are going to want to come to work for you, and they're going to be mentally fit and want to go above and beyond.

Cultural change work is deep. It means investing in really getting to know your people. Leaders need to be accountable for how they’re contributing to creating an inclusive environment where everyone can thrive. They must have behavioural standards, call out bad behaviour, amplify good practice, and role model ‘Parenting Out Loud’.

I've seen so many people get promoted into leadership roles because of their core professional competency, over and above their ability to lead people. Leading people is a skill we can all learn. When we can create good leaders, we can build positive cultures.

That means those leaders need development and support to understand how to be people-people; the power of active listening, how to implement policies in the right way, to champion staff networks, to be aware of the data and information in their areas, and in their blind spots.

Q: Overall, what piece of advice you would give business leaders to ensure working fathers in their workplace feel sufficiently supported?

A: My advice for leaders would be to invest in supporting working dads to ‘Parent Out Loud’, support dads to be loud and proud about their care responsibilities. Eighty per cent of the gender pay gap is the motherhood penalty – the way in which having a baby can impact a woman's career.

If we want to really encourage gender equity and women's progression in the workplace into senior levels, we must engage with dads being active and equal parents. Those two things are so interlinked it's impossible to get gender equality and female representation in senior roles without engaging dads to be equal parents.

Leaders should also understand the mental health and wellbeing of their people, and of dads. Dads have joys, but also challenges and issues, and they need to be supported through those issues.

Ultimately, this is where society is going. Research shows younger people, including younger parents, are making decisions on where they're going to work based on how much the organisation cares about their whole life – not just their work life.

If you’re looking for a talented professional to join your organisation, or a new opportunity, contact your nearest Reed office now.

Marketing & Creative (Agency) CV Template
3 mins read
  1. Article

Marketing & Creative (Agency) CV Template

Build the perfect marketing and creative agency CV with our free template


[Full Name], [Field of Expertise]
[Home Address]
[Contact Number] • [Email Address]

Profile

This section is your opportunity to explain who you are, and to convince the recruiter to get in touch. It is important to keep it brief, relevant, and to use key words. You should explain your experience and benefit to an employer, and it may also be worth mentioning how you engage with clients.

Having worked in the marketing industry for the last [number] of years, I have gained valuable experience in [area of expertise] working with organisations such as [organisation names], and have a particular wealth of knowledge and skill in [specific area].

My core strengths include, but are not limited to [categorise the areas in which you have worked/had exposure to and how this has benefitted certain organisations e.g. digital, content, SEO, PPC, web campaign pages, whitepapers, articles, videos, infographics, brochures, value propositions, case studies, presentations, blog posts etc.]

I am looking for my next opportunity within an [business type/industry] organisation, where I can bring real value and develop my skills further.

Courses, Training & Education

This is your chance to talk about your qualifications, both academic and vocational. This is a particularly important section for those with less experience. You should give detail about what you studied, where and when, and list them in chronological order. If you have completed professional training and industry specific courses and qualifications detail these first with the relevance to your chosen field.

[Professional Qualifications/Courses/Associations/Memberships]

[Date M/Y– Date M/Y]

  • E.g. CIM Diploma

[University/College Name], [Location]

[Date M/Y– Date M/Y]

  • [Degree Class] [Degree Name] [Add any relevant degree content/modules e.g. dissertation]

[School/College Name], [Location]

[Date M/Y– Date M/Y]

  • A-levels:

  • [Subject] – [Grade]

  • [Subject] – [Grade]

  • [Subject] – [Grade]

  • [Subject] – [Grade]

GCSEs:

  • [Number] GCSEs, grades [range], including Maths and English

Achievements

If you have worked on specific projects with clients or campaigns this is a great place to highlight the success of these. Ensure that there are a wide range of keywords relating to your expertise. This will help to ensure that you are picked up by a recruiter on a search.

My important achievements include working alongside the [team name] team at [organisation] contributing to projects including [project name]. I was responsible for/organised [task] and increased [profit/other metric] by [£X/X%]. In my current and past roles I have been responsible for [e.g. digital marketing strategies, website management, SEO, PPC, social media, email, CRM, third party sales, affiliate marketing etc.]

Work Experience

This part of your CV should be clear and succinct, and focus on the last five years of your career, or last three roles that are relevant to your field, in chronological order with the most recent at the top.

If it is not obvious, put a brief explanation of the sector that the organisation sits in/works with. You should highlight your key achievements, and use bullet points rather than lengthy descriptions. If you have worked on specific projects or with particular clients, list this here.

[Job Title], [Company Name] [Location] [Sector]
[Date M/Y- Date M/Y]

Give a brief role overview and you may want to break the role down into particular areas to show your breadth of experience.

Responsibilities:
  • Account management and reporting

  • Account delivery

  • Project management

  • Strategic and tactical planning

Achievements:
  • Worked alongside [team] to produce [project]

  • Implemented [change] which resulted in [benefit]

  • Received an [award name] for [reason]

Hobbies and Interests

This section is not essential to include, but you may wish to depending on the role you are applying for. It can be a useful chance to show a little more of your personality. However, be warned this can be very subjective, ensure anything listed here reinforces your application and the idea that you’ll be the right fit for the role. If you don’t have any real relatable hobbies, it is probably best to omit this section.

  • Undertook a [course] in order to improve my [skill].

  • I organise a weekly [sport] game, manage bookings, transport and help to coach the team.

  • I have recently created and designed a content marketing guide, this includes audience engagement, idea generation and product research.

Download our full marketing & creative (agency) CV template.

Enhancing the candidate hiring experience for success
6 mins read
  1. Article

Enhancing the candidate hiring experience for success

​​The candidate experience can make or break your ability to attract top talent. It encompasses every touchpoint a candidate has with your company, from the initial application process, right through to the onboarding phase and beyond.

In an age where shared experiences are commonplace, it’s much more likely candidates will not apply for a position at a company if they’ve had a bad experience with them, and some will actively advise their peers to not apply either. Focusing on creating a positive candidate experience will not only create a positive image for your company but will also enhance your employer brand – setting the stage for a productive and satisfied workforce.

We delve into the key stages of the candidate experience and what you can do at those stages to ensure the journey is seamless.

The application process

The application process is often the first interaction a candidate has with your company, so it needs to set the tone for what candidates can expect if they progress through the hiring process.

For the best experience you should make sure your application process is:

Simple: an overly complex application process can deter qualified candidates – with 60% of job seekers abandoning a job application due to its length and complexity. Simplify your application form to include only the most essential information needed at this stage. Avoid lengthy forms and repetitive questions.

Clear: job descriptions should be detailed and clear, outlining the necessary qualifications, responsibilities, and expectations. This transparency helps candidates self-assess their suitability for the role, saving time for both parties.

Accessible: ensure your application portal is mobile-friendly and accessible to individuals with disabilities and impairments. A user-friendly interface reflects well on your company's inclusivity and attention to detail.

Responsive: automated acknowledgments for received applications and realistic timelines for the hiring process can significantly enhance the candidate experience. Candidates appreciate knowing where they stand and what to expect next.

A streamlined, transparent application process shows respect for the candidate’s time and signals that your company values efficiency and clarity, making it more likely for high-calibre candidates to apply.

The interview process

The interview process is a critical phase where candidates form deeper impressions of your company culture and values. This will likely be the first time your hiring managers or senior members of staff interact with candidates, so impressions from this point help reinforce the right messaging for your business.

To create a positive experience for all those who have accepted an interview, consider the following:

Be prepared

Ensure your interviewers are well-prepared and familiar with the candidate’s CV, application, and the specifics of the role.

Show respect

Be punctual for interviews, whether they are conducted in person, over the phone, or via virtual call. A candidate’s time needs to be valued – just as much as your time is to them.

Promote transparency

Before the interview, clearly explain the structure of the process, including the number of rounds, the types of interviews, and who is conducting the interview. Transparency will help candidates feel more comfortable and prepared.

Encourage engagement

Interviews should be conversational and two-sided. Encourage candidates to ask questions about the role, team, and company culture. This engagement provides them with necessary information and shows you value their input and what they deem essential knowledge.

Give feedback

Provide timely and constructive feedback after each interview stage. If a candidate is not moving forward, clear and specific feedback can help them in their future job searches and leaves them with a positive impression of your company.

Onboarding

Onboarding is the bridge between hiring and the early stages of employment, with 69% of employees more likely to stay with a company for three years if they experienced a positive onboarding process.

An effective onboarding process can significantly impact a new hire’s experience and productivity – helping them to settle into their new surroundings more quickly and effectively.

What do you need to consider?

The overall onboarding process: have a detailed onboarding plan ready before the new hire’s start date. This plan should include necessary paperwork, a schedule of training sessions, and introductions to key team members.

The initial welcome: make new employees feel welcome with a warm introduction to the team. This could include a welcome package, a personalised welcome note, and a team lunch – which can all go a long way in making new hires feel appreciated from the start.

Training and resources: provide comprehensive training to help new hires understand their role, the tools they will be using, and the company’s processes. Tailor the training to the specific needs of the role and the individual.

Support: assign a mentor or buddy to help them navigate the company culture and land on their feet. New jobs can be overwhelming at first, so an effective support system can help new hires acclimatise faster and feel more connected to the team.

You want those new hires to feel valued and supported from the start, helping to lead to higher job satisfaction, quicker productivity, and better retention rates.

The opening months of employment

The first few months are crucial for a new employee’s long-term success and integration into the company.

Consistent support and recognition during the initial months can significantly enhance job satisfaction and performance. There are still things you can do at this point to ensure employee satisfaction levels remain high.

Try to schedule regular check-ins to discuss progress, address concerns, and provide feedback. These check-ins help identify any issues and show you are invested in employees’ success, while goal setting will give new hires a sense of direction and purpose.

Ongoing encouragement in those early parts of an employee’s tenure is crucial for creating a sense of value and boosting morale – be it in meetings, 1-2-1s or via internal channels to the wider workforce. Acknowledging contributions – no matter how big or small – will help to reinforce positive behaviour and motivate new hires.

Spare a thought for those unsuccessful candidates

The entire aim of the candidate experience is to allow your reputation as an employer to stand out – this is especially true when liaising with those candidates who weren’t offered the job. Their experience in the overall selection process will determine whether they apply for another job at your company.

A positive candidate experience should extend to those who do not get the job. Handling rejections with care is essential for maintaining a positive employer brand and leaving a lasting good impression.

It is important to inform candidates of your decision as soon as possible as delayed communication can leave candidates feeling anxious. If possible, it is also worth providing candidates with personalised feedback that can help them in their job search. Generic or vague responses can be frustrating; specific feedback shows that you took the time to consider their application thoughtfully.

Also remember to thank people for their time and interest in your company, and if appropriate, encourage them to apply for future opportunities – which will help maintain a pool of potential talent.

Remember that every stage of the hiring process, from application to onboarding and beyond, presents an opportunity to showcase your company’s values and culture. A positive candidate experience leads to a more engaged and productive workforce, ultimately driving your business forward.

If you want to provide the best candidate experience for a vacancy you have at your company, get in touch with our experienced recruiters who can help today.