Sales Hiring as a Growth Strategy

Hiring great salespeople has never been more critical—or more challenging. The stakes are high. A single bad hire can cost your company more than just time and money; it can drain morale, stall growth, and lead to missed opportunities. 

Yet, in the rush to fill open roles, even the most seasoned leaders find themselves frustrated as mediocre candidates slip through the cracks.

Sound familiar? 

When you consider sales hiring as a growth strategy for your business, you’ll approach the entire sales hiring process from a different angle. Whether you’re a CEO, sales leader, or HR professional, this guide provides actionable steps to improve your hiring outcomes so you can build a high-performing sales team.

Part 1: The Challenge of Sales Hiring

The Cost of a Bad Hire

Bad hires are a financial and strategic liability. The cost of a bad sales hire can exceed 6-12 months of that employee’s salary. Even worse, hidden costs include lost opportunities, damaged client relationships, and the time your team spends managing or replacing an underperforming employee.

Bad hires can also erode team morale. We’ve seen how top performers become frustrated when their efforts are undermined by weak colleagues. 

The bottom line? Hiring mistakes are expensive and can derail your entire sales momentum.

Why Traditional Hiring Fails

Traditional hiring processes often fall short when it comes to identifying top sales talent. Here's why:

• Overemphasis on Resumes: Sales skills aren’t always reflected on paper. Resumes can be misleading or fail to capture a candidate’s true potential.

• Subjective Interviews: Unstructured interviews leave room for personal bias and fail to assess critical skills.

• Rushed Decisions: In high-pressure sales environments, leaders may feel compelled to fill positions quickly, which leads to poorly vetted candidates. 

Part 2: Overview of the STAR Hiring Workflow

What is the STAR Hiring Workflow?

The STAR Hiring Workflow is a 10-step process that combines structured interviews, sales-specific assessments, and data-driven decision-making. This approach ensures you consistently hire candidates with the skills, mindset, and fit to thrive in your organization.

Why CEOs and Sales Managers Love It

1. Alignment with Business Goals: The workflow guarantees that every hire contributes to your company’s growth objectives.

2. Reduces Bias: By standardizing evaluations, the STAR Workflow minimizes subjective bias.

3. Consistent Talent Pipeline: It provides a clear roadmap to attract, evaluate, and onboard top talent efficiently. 

Part 3: Breaking Down the STAR Hiring Workflow

Step 1: Candidate Sourcing

Candidate sourcing is the foundation of an effective hiring process. The goal is to attract top sales talent by crafting a clear and compelling strategy that stands out in a crowded marketplace. This begins with redefining how job ads are written and where candidates are sourced. 

Traditional ads often fail to resonate because they focus too much on the company rather than the specific skills and achievements needed for success in the role. Instead, craft ads that highlight the unique challenges and opportunities the position offers, speaking directly to sales professionals who fit the bill.

Beyond job boards, leverage your network, customers, and leadership team to find top-notch candidates who might not be actively looking but are open to the right opportunity.

Key actions for effective candidate sourcing:

• Write Role-Specific Job Ads: Generic job descriptions won’t cut it. Highlight unique challenges and success metrics of the role, like building relationships with C-suite executives or thriving in long sales cycles. Be specific about the skills and experience needed to succeed.

• Leverage Job Boards and Social Media: Platforms like LinkedIn and Indeed are powerful tools for reaching high-performing salespeople. Tailor your ads to stand out to the caliber of candidates you want to attract.

• Engage Your Network: Ask your leadership team, customers, and vendors for referrals, providing clear criteria for the ideal candidate. Who has impressed them? Who’s already calling on them that might fit the role?

• Have Clarity and Patience: Clearly define your expectations and hold out for the right candidate. Be realistic about compensation; align salary and benefits with the level of talent you aim to attract.

• Avoid Broad and Vague Requests: Don’t simply ask employees or contacts, “Do you know any salespeople?” Without specificity, you risk attracting unqualified candidates, which creates more inefficiency and internal friction.

By adopting these strategies, your organization can create a strong pipeline of high-quality candidates to ensure that your hiring process starts on the right foot.

Step 2: Candidate Applies

When a candidate applies, it’s essential to immediately establish whether they align with the role's expectations and your organization’s needs. You can do this with a brief but strategic initial conversation called the Fit Factor interview. This step is about saving time and avoiding mismatches by discussing important factors like compensation, role expectations, and work environment upfront. 

Step 3: Fit Factor Interview

The Fit Factor interview is the first formal stage of assessing whether a candidate aligns with the role and your organization’s culture. This step is a combination of qualifying the candidate’s interest and suitability while setting the stage for the rigorous hiring process ahead. 

The conversation should also spark the competitive spirit of top-tier sales talent. You’ll be able to differentiate between the competitive candidates and the ones that are not. For those with a competitive edge, giving them a challenge makes them eager to engage in the next stages of the process.

Key components of the fit factor interview:

• Confirm Alignment on Expectations: Discuss salary, earnings potential, and role-specific challenges. For example, clarify whether the role involves extensive travel, in-office work, or calling on high-level executives. Make sure the candidate is comfortable with the requirements.

• Establish Mutual Interest: Ask, "Is this you?" to confirm the candidate’s enthusiasm and fit for the role. This ensures that both parties are on the same page regarding what the job entails.

• Present the Hiring Process as a Challenge: Frame the process as rigorous and selective. Phrases like, “Not everyone gets through our process,” pique the interest of competitive sales professionals while naturally deterring less-driven candidates.

• Filter for Commitment: Competitive candidates will respond positively to the challenge, eager to prove themselves. Mediocre candidates may hesitate, which serves as a natural filter.

Step 4: Sales Assessment

This part of the STAR Hiring Framework is where things get interesting. The placement of the sales assessment is the unique factor that differentiates our approach from others. 

The sales assessment is designed to objectively measure a candidate's potential to succeed in the specific sales environment you’re hiring for. While the concept of giving an assessment during the hiring process is not new, the placement of this stage in our framework is what enhances the overall process.

Typically, sales assessments are done at the end of a hiring process or even after a candidate is hired. However, placing the sales assessment towards the beginning is a great way to identify serious candidates and those who are less driven. This stage serves as a filter to ensure that only candidates who are truly committed to the role and capable of meeting its demands proceed further. 

Key aspects of the sales assessment:

• Role-Specific Calibration: The assessment is customized to mirror the level of difficulty in the sales role, including the complexity of the sales cycle, the seniority of decision-makers (e.g., calling on C-suite executives), and the expected level of independence or oversight (e.g., remote vs. in-office work).

• Commitment Filter: Tell candidates upfront that the assessment requires 45 focused minutes to complete. Those unwilling to invest this time are likely not the right fit for a demanding sales role. 

• Objective Evaluation: The assessment evaluates not just whether the candidate can sell, but whether they can sell effectively within your unique sales environment. It’s like a "blood test," where success depends on a specific fit, not general talent.

• Early Opt-Outs Are Valuable: Candidates who balk at the effort required for the assessment often signal a lack of commitment to the role. This early self-selection prevents issues later, such as noncompliance with company policies or inconsistent follow-up on leads.

• Insights for Decision-Making: Assessment results give you clear data to determine if the candidate has the skills, mindset, and approach needed to succeed in your sales environment.

Step 5: 6-Minute Phone Screen

The 6-minute phone interview is a high-impact, challenge-based conversation designed to evaluate a candidate's storytelling skills, listening ability, and alignment with the role's requirements. 

Despite its brevity, this step is packed with meaningful prompts and observations to gauge the candidate's ability to sell themselves and their process effectively.

Key components of the 6-minute interview:

Unconventional Opening

Set the tone by making it clear this isn’t a typical interview. Acknowledge the candidate's completed assessment and resume review, then frame the challenge. Rather than rehashing their resume, they’ll need to demonstrate their fit by aligning their story with key role-specific qualities like selling to C-suite executives or building a sales funnel. 

Storytelling Evaluation

This part evaluates how well the candidate can align their experience with the attributes shared in the opening. A strong candidate will connect their background to the requirements of the role, showing their ability to listen actively, recall details, and construct a cohesive and compelling narrative. These skills give you insight into how they might present solutions and manage conversations in a sales context.

Pipeline Building and Closing Questions

To assess their sales methodology, ask targeted questions about their approach to prospecting and closing deals. Start with pipeline-building inquiries to understand how they organize their work, generate leads, and maintain momentum. Then, transition to closing by presenting scenarios that test their ability to identify the right moment to close a deal and how they frame the ask. 

The Hard Stop Test

This strategy is an effective way to gauge how candidates handle hard-stop situations. End the interview with a firm and definitive statement. For example, let the candidate know that if they hear from your assistant by 4 PM the next day, they’re moving forward; otherwise, the process ends. 

The best candidates will respond with thoughtful questions about their performance or the process. This shows their persistence, curiosity, and problem-solving mindset, which are invaluable in sales roles. It’s not actually about what questions they ask next, it’s seeing that they’re not taking “no” for an answer. 

Step 6: 30-Minute Video Interview

The 30-minute video interview is a deeper, more technical evaluation where you validate the candidate’s resume claims, dig into their assessment results, and explore their overall professionalism.

Key components of the 30-minute interview:

First Impressions and Professionalism

The interview begins with a focus on the candidate’s initial presentation and attention to detail. Take note of how they set up their video, whether they have tested the technology in advance, chosen a professional and distraction-free background, and dressed appropriately for the conversation. These seemingly minor details reflect their level of professionalism and readiness to engage in a high-stakes environment.

Resume Walkthrough

A resume walkthrough helps you understand a candidate’s career path and decisions. Ask why they made each move—did they seek growth or avoid challenges? Dive into the metrics behind their claims, like growing sales by 30%, and explore the strategies and actions that drove those results. This approach reveals their ability to back up achievements with data and a clear story.

Sales Assessment Insights

Leverage the insights from their sales assessment to ask targeted questions that dig into their skills and thought processes. This approach allows you to validate their assessment results and determine how their capabilities align with the demands of the role. Their responses will provide valuable information about their critical thinking, adaptability, and overall sales acumen.

Behavioral Questions with a Twist

Behavioral questions add depth to the evaluation by exploring the candidate’s past experiences and relationships. 

One powerful question is to ask: “Which manager has had the greatest influence on you? If I called them, what would they say I need to know to manage you effectively?” 

This not only gives insight into their work habits and self-awareness but also introduces an element of accountability.

Pressure Testing

Throughout the interview, maintain a slightly challenging tone to assess how the candidate handles pressure. Both the phone screen and video interviews are not supposed to be warm and friendly but rather more challenging so we can see how candidates perform under pressure. Subtle stress tests help reveal the candidate's composure, confidence, and ability to navigate demanding situations. 

Decision Point

By the end of this step, you should have a clear sense of their sales ability, alignment with the role, and whether they possess the professionalism and resilience needed to thrive in your organization. Candidates who perform well move forward to the next stages of the STAR Hiring Workflow.

Step 7: Final Interview(s)

The final interview stage is designed to assess cultural alignment, learning ability, and the mutual fit between the candidate and the organization. This step often involves one-on-one, panel, or round-robin interviews, usually conducted in person. It’s an opportunity to validate the candidate’s suitability for the role while also ensuring they feel enthusiastic about the opportunity.

Key aspects of the final interview:

Setting the Stage

Start by setting a collaborative and positive tone. Acknowledge the candidate’s achievement in reaching this stage and frame the discussion as a mutual evaluation, emphasizing the importance of finding a great fit for both sides.

Cultural Fit Evaluation

Cultural fit is a key focus at this stage. Explore their alignment with company values and mission by asking these questions: 

• “What aspects of our company culture resonate most with you?”

• “Tell me about a time you adapted to a new organizational culture—how did you approach it?”

Their responses should demonstrate self-awareness, adaptability, and an understanding of your organization’s core values.

Learning and Onboarding

Another critical component is evaluating their learning ability and onboarding readiness. You can gauge this by asking questions like: 

• “When starting a new role, what’s your approach to getting up to speed quickly?”

• “What does an ideal onboarding experience look like to you?”

Their responses show how well they handle structured onboarding and self-driven learning, which is key to making sure they’ll fit smoothly into the team and adapt to company processes.

Closing Questions

Closing the final interview means addressing any lingering questions about their sales experience or process. This is also the time to qualify their decision-making process by asking:

• “If we present an offer on Monday, how much time will you need to review it, and who will be involved in that decision?”

• “Are you considering other opportunities, and where do we stand in comparison?” 

This ensures transparency and allows you to plan the next steps effectively. Candidates who move on demonstrate strong cultural alignment, learning agility, and clear decision-making processes.

Step 8: Job Offer 

Presenting the job offer is a crucial moment that marks the transition from a potential hire to a committed team member. It's also your chance to solidify the candidate’s excitement and commitment to joining your team. 

A confident and well-communicated offer highlights not just the details of the role but also the bigger picture: their growth potential and how they fit into your vision for the team.

Key factors of the job offer:

Setting a Positive Tone 

The job offer conversation should begin with a warm acknowledgment of the candidate’s achievements throughout the selection process. Starting with a compliment or a note of appreciation can make the candidate feel valued and recognized. 

Presenting the Offer Clearly

Once the stage is set, clearly outline the details of the job offer. Cover the essential elements: 

• Compensation: Base salary, commission structure, bonuses, or other incentives.

• Benefits: Health insurance, retirement plans, vacation policies, and additional perks.

• Role Overview: How the position aligns with the broader team and company objectives.

Frame the offer as part of the candidate’s career growth. Highlight how their role contributes to the company’s success and how the organization is invested in their professional development.

Securing Right of First Refusal

Great salespeople often evaluate potential employers just as much as they’re being evaluated, and it’s likely your top candidate has other offers. Acknowledging this builds trust and transparency. Try saying, “We know someone with your skills likely has other opportunities. Before you decide, we’d love the chance to have one last conversation.” This approach keeps you in the loop, shows your interest, and strengthens your negotiating position. 

Step 9: Upgrade Sales Evaluation

​​The evaluation process doesn’t end with the job offer. A probationary evaluation period is necessary to confirm the new hire’s suitability and ensure their successful integration into the team. Revisiting assessment data and fostering an open feedback loop are crucial elements of this stage.

Assessment Revisited

Assessment results collected earlier in the hiring process can serve as valuable tools for both evaluation and development. Present these results in two formats:

1. From a Hiring Perspective: Summarize how their skills, traits, and competencies align with the job requirements. Highlight areas where they excel and why they were selected.

2. From a Professional Development Perspective: Identify potential growth areas and how these can be addressed during onboarding and beyond. This shows your company’s commitment to the new hire's long-term success.

Feedback Loop

Encourage the new hire to reflect on their assessment and provide their own insights. Facilitate a discussion about:

• How they plan to leverage their strengths in the role.

• Specific areas they’d like to improve and their strategies for doing so.

• Ways the company can support their professional growth.

By fostering an open dialogue, this step helps the new hire feel supported and aligns their personal goals with the company’s objectives.

Step 10: New Salesperson Onboarding

A strong onboarding program is one of the most overlooked yet critical steps in setting up a new hire for success. Too many companies take a "figure it out as you go" approach, leaving talented salespeople feeling lost or disconnected from the team. 

That’s a mistake you can’t afford to make. 

Instead, a structured, deliberate onboarding process ensures your new hire knows exactly what to do and how to integrate seamlessly into your organization. This plan should be more than just a checklist. It needs to immerse the new hire in your company’s culture, values, and mission while giving them the tools and knowledge to hit the ground running.

Detailed Onboarding Plan

A well-structured onboarding plan should cover the following areas:

1. Company Overview: Provide a thorough introduction to the organization’s history, mission, values, and goals. This ensures they're aligned with the company’s culture and vision.

2. Systems and Processes: Train the new hire on the tools, workflows, and operational standards they will use daily. Familiarity with these systems lays the groundwork for efficiency and accuracy.

3. Sales Knowledge: Equip the new hire with a deep understanding of the company’s sales cycle, ideal client profiles, and preferred sales methods.

Shadowing and Technical Training 

To build confidence and competency, provide opportunities for:

• Shadowing: Pair the new hire with experienced sales team members to observe successful strategies and techniques in action.

• Technical Training: Offer resources or sessions to improve their product knowledge and mastery of any technical skills required for the role.

Goal Setting and Progress Tracking

Set clear short-term goals to guide the new hire’s initial contributions. Examples might include:

• Mastering CRM tools within the first month.

• Completing product training sessions within the first six weeks.

Establish regular check-ins to track progress, provide feedback, and address any challenges. These touchpoints help ensure accountability and continuous improvement.

Part 4: Key Metrics for Evaluating Your Hiring Process

Tracking metrics is essential to fine-tuning your hiring process and ensuring it delivers results. Without solid data, it’s nearly impossible to pinpoint what’s working, what’s not, or where adjustments are needed. 

By establishing clear, actionable metrics, you gain the insights necessary to evaluate every stage of your hiring pipeline and ensure it aligns with your company’s objectives. This data-driven approach highlights opportunities for improvement and lays the groundwork for building a more efficient and effective hiring strategy.

Key metrics include:

• Time-to-Hire: Evaluate how efficiently you’re moving candidates through the hiring pipeline.

• Cost per Hire: Assess your recruitment expenses relative to the quality of hires.

• Quality of Hire: Measure new hires’ performance against predefined KPIs.

• Turnover Rate: Analyze how long your hires stay and their contributions to ROI.

Part 5: Common Mistakes to Avoid

Even the best hiring process can encounter issues if common pitfalls are not recognized and addressed. Small missteps in planning or execution can lead to poor hires, wasted time, and higher turnover. Over time, these compounded errors can weaken your talent acquisition strategy. 

When you proactively identify these mistakes, you create an opportunity to refine and strengthen your approach while preventing bigger problems.

Common mistakes include:

• Ignoring Data: Relying on gut instincts instead of data-driven insights.

• Lack of Structure: Failing to standardize your interview and evaluation process.

• Neglecting Onboarding: Insufficient onboarding leads to unprepared hires and higher turnover.

Transform Your Sales Hiring Process 

Hiring top sales talent doesn’t have to be a gamble. By adopting the STAR Hiring Workflow, you’ll gain a repeatable and effective process to find, evaluate, and onboard exceptional salespeople. Not only will this approach save you time and money, but it will also empower your organization to achieve sustained growth.

Key Takeaways:

• Sales hiring is a critical growth strategy for your business.

• The STAR Hiring Workflow provides a proven, structured approach to building a high-performing sales team.

• Avoid common pitfalls by leveraging data, structure, and comprehensive onboarding.

Ready to transform your sales hiring process? Join our upcoming STAR Hiring workshops to learn how to implement this workflow and start building your dream sales team today.