behavioral-based interviewing · behavioral-based interviewing comes in. unlike a traditional...

Behavioral-Based Interviewing: The Best Way to Get Job Applicants to Talk

Questions for Sales Positions

506 Carnegie Center, Suite 300

Princeton, NJ 08540

609.524.1400

[email protected]

www.calipercorp.com

1 Questions for Sales Positions

Many hiring managers find the interview process to be one of most difficult parts of hiring and selection. How do you know what to ask? How can you get beneath the surface to find out how a job candidate will perform? What can you ask to get past the resume? That’s where behavioral-based interviewing comes in.

Unlike a traditional interview, a behavioral interview includes specific questions about past experiences, actions, and employment-related situations to understand how the candidate handles important job-related responsibilities. Knowing how an individual has behaved in the past can help predict future performance and provide insights into the lessons the person has learned along the way. The following list of questions, and suggestions on what to listen for, will act as a guide to help you understand how a job candidate will perform if you bring him or her onboard.

DISCLAIMER: The following questions are general in nature. While we provide suggestions on what to listen for, these questions are not directed toward any one job candidate or position. In order to get interview questions matched to a specific individual, please use the Caliper Profile Interview Guide. For more information about the Caliper Profile Interview Guide and other Caliper services, visit calipercorp.com.

PROBLEM SOLVING AND DECISION MAKING These questions focus on the sales candidate’s strengths in thinking through solutions to problems. RECOGNIZING PROBLEMS When are you most likely to follow your instincts? • This answer should aid in identifying whether the candidate is willing to take risks. It should also help to identify whether the individual is an impulsive decision maker or a calculated thinker.

Describe a situation where your ability to see the big picture aided you in understanding a client or co-worker better and ultimately solving his or her problem. • Listen for the way the candidate thinks and how he or she went about providing a solution to the problem. Evaluate the complexity of the situation. Did the big picture remain in focus?

Tell me about a time when you were indecisive. What were the factors involved? • The answer to this question should help you decide if the individual has a tendency to overanalyze problems and suffer from analysis paralysis. Also, does this candidate become confused or overwhelmed when a lot of information is thrown at him or her?

When are you likely to bend the rules to solve a problem? When have you done this in the past? • Listen to understand if the candidate ignores policy to solve problems. Under what circumstances is it okay to sidestep procedure to handle both client-facing and internal issues? ANALYZING PROBLEMS Tell me about a time when your judgment was right on target. • Listen to see if the candidate made an effective decision. How did he or she evaluate the situation?

Describe a situation in which you were so focused on one solution that you did not pay attention to the alternate solutions present. • People can sometimes be very single-minded; listen for reasons why the individual was not open to or paying attention to alternative solutions. 506 Carnegie Center, Suite 300

Princeton, NJ 08540

609.524.1400

[email protected]

www.calipercorp.com


Discuss a situation where your ability to analyze the components of a problem helped you bring that problem to resolution. • You want to listen to the methods he or she used, thus gaining an understanding of the rationale the individual employs to solve problems. EVALUATING ALTERNATIVES Describe a situation where you were able to resolve a problem because you were thorough in obtaining the facts before coming to a conclusion. • Answers to this question help ascertain if the candidate collected and analyzed the information before providing resolution.

Describe a time when you did not see the big picture because you did not take into consideration the information resources around you. • Responses should measure the candidate’s flexibility, ability to think in the abstract, and awareness and openness to alternative solutions.

Tell me about a time where you had very little information but were still expected to resolve a complex problem. How did you solve the problem? • Listen to see if the candidate researched information or used multiple resources effectively. Was the approach analytical and strategic? How did he or she gather information?

Describe a situation in which you were able to provide a solution to a very difficult problem. • How did the candidate use information resources? What was the approach used to gain information? TAKING TIMELY ACTION Tell me about a situation in which quick action on your part made a positive difference. • Is part of the position being quick on your feet? If so, is the candidate’s style appropriate for your organization?

Tell me about a situation where you should have taken a risk but did not. • Answers to this question should help ascertain how venturesome or risk averse the candidate is.

Describe a situation in which you had to take immediate action despite the fact that you did not have all the information. • Responses can help you evaluate the candidate’s ability to be decisive. Did the candidate consider the information available? Was there a long delay while waiting for additional information that may not have been necessary?


Princeton, NJ 08540

609.524.1400

[email protected]

www.calipercorp.com


Tell me something you have done that demonstrates your ability to troubleshoot. • Listen for responses that explain whether the candidate reviewed relevant factors and potential options. Did the reaction seem like a panicked gut reaction, was the response one of procrastination, or was the response appropriate? SALES POSITION QUESTIONS This section focuses on sales characteristics and helps you to identifythe following sales competencies: persuasive motivation, communication and presentation skills, handling feedback and resistance in negotiations, and closing a transaction successfully. Each item is presented along with areas for you to consider as you evaluate the candidate’s response. PERSUASIVENESSTell me about a presentation that you were particularly proud of. Why was it effective in winning others over to your point of view? • Listen for cues on how strategic the presentation was, the professional level of the audience, and the amount of persuasion required. Try to determine if the approach was more telling or responsive and whether the individual’s style and methodology are consistent with your organization’s expectations and culture.

Tell me about a situation when you really wanted to win in an argument or discussion but were not successful because you used the wrong approach. • Responses can reflect an inability to listen, stay on track, and adapt to the circumstances and responses of the other person.

Tell me about a time when you were so intent on getting your point across that you may have come across as “pushy.” • Look for a need to “tell” rather than “sell” an idea or product. Too much aggression can turn people off, particularly in a longer cycle sale.

Describe the style you utilize in order to sell your ideas. • Response to this question will demonstrate how focused the candidate is and whether he or she is aware of his or her personalized methods for increasing business. Are the style and methodology consistent with your company’s philosophy?


Princeton, NJ 08540

609.524.1400

[email protected]

www.calipercorp.com

4 Questions for Questions for Sales Positions

SOLICITING AND RESPONDING TO OBJECTIONS When do you find yourself becoming too accommodating? Describe a real situation. • We can gauge the candidate’s personal threshold for handling resistance, rejection, and conflict. Agreeing too much with a prospect can dilute one’s ability to negotiate and persuade. It is important to understand an objection but also to overcome it.

What types of people can cause you to back down more easily than others? Why? • Many salespeople can handle a warm prospect or referral, but other prospects can cause them to feel intimidated or less confident. You will want to learn if the people who make the candidate uncomfort able are similar to those whom he or she will face on a regular basis during your organization’s sales process. Understanding why the potential salesperson backs down may help to determine whether training or coaching will help.

How do you go about overcoming recurring and formidable resistance? • It is important to understand how a salesperson continues to control the transaction when rejection occurs. The candidate should demonstrate an ability to deal with resistance and remain persistent enough to pursue a difficult opportunity through to a successful conclusion. When is it appropriate to move on to another opportunity? • Although a salesperson should be persistent, it is also important to have the savvy to know when to “cut your losses” and move on. This ability may suggest skill at qualifying a prospect accurately and knowing when pursuing the opportunity further will be counterproductive. NEGOTIATING What have you typically done to influence other people who are more persuasive? • Responses will indicate how well the individual rolls with the punches and handles other people who are more intent on winning their point. Perhaps he or she doesn’t try to confront people who seem to be more persuasive or intimidating, thereby missing out on certain opportunities.

Why have you had success in sales? Explain with examples. • This response will not only indicate what the candidate perceives as success but will also show the lengths to which the individual will go in order to generate business.


Princeton, NJ 08540

609.524.1400

[email protected]

www.calipercorp.com


What part of the sales process do you most enjoy? What part is most difficult for you? • This answer should help identify whether the candidate is a good fit with your type of sale. If he or she finds it hard to deal with follow-up, they could have difficulty with a long sales cycle. If they struggle with administrative responsibilities, will they be able to get support? What methods have they employed to handle the parts they find less enjoyable?

Tell me about a time when you negotiated a win-win situation. • Responses to this question will measure the candidate’s ability to close and still make the customer feel good about the sale.

Tell me about a time when you were very persistent and able to convert a reluctant prospect. • This question measures the person’s ability to deal with resistance and remain persistent when handling a difficult sales opportunity.

CLOSING When do you tend to back down too readily? Give me an example. • Responses will show what kinds of situations, people, and problems will tend to create stress and reluctance for the candidate. Does your sales process involve some of these problem situations?

When are you most likely to follow your instincts? • First, we can determine if the candidate has the confidence to implement his or her own intuitive solutions to problems. Second, we may be able to determine if the individual is willing to take risks. We may also be able to gauge whether the person is more impulsive or more calculated in making decisions.

Tell me about an instance when you were reluctant to ask for the order. • Some salespeople find it difficult to ask for business. They may fear spoiling a relationship, or they might become intimidated during a negotiation. It is important to understand in what circumstances the candidate may back off. Is he or she going to face similar resistance in your company or industry?

When have you allowed an opportunity to go undeveloped? • Responses to this question should help evaluate if the candidate tends to be complacent or gives up in the face of resistance. Responses may suggest a lack of organization and follow-through as well.


Princeton, NJ 08540

609.524.1400

[email protected]

www.calipercorp.com



Princeton, NJ 08540

609.524.1400

[email protected]

www.calipercorp.com

Tell me about an instance when you lost a sale to a competitor. Why? • This answer should help identify when and why business has been lost.

When a customer or prospect initially expresses an interest in a product but is reluctant to make a purchasing decision, what course of action do you follow? • This answer should help identify the process the candidate goes through to close the sale. Does he or she have an organized approach? Is the individual persistent? Proactive or reactive?

DEVELOPING AND MAINTAINING RELATIONSHIPS How important is the relationship-building and partnering process in sales? • Responses to this question should help determine if the candidate is overly focused on relationship building or whether he or she is able to balance developing relationships with successfully negotiating for business. This response will have to be viewed relative to the focus your product demands.

Tell me how you develop ongoing working partnerships with customers. • Listen to the strategies the candidate uses to foster business relationships. Is there enough emphasis on service or too much?

Describe an instance when you may have become too involved in the relationship and lost sight of the overall objective. • If the role requires a strong hunter, it will be important to determine whether a candidate is too focused on providing service to the customer instead of meeting new business development goals and therefore may not focus on achieving performance objectives. LISTENING TO OTHERS AND RESPONDING TO REJECTION When do you tend to ignore suggestions? • Responses will indicate how independent and single-minded the individual can be. Some independence is a benefit. Too much, combined with an unwillingness to accept input and take suggestions, can indicate someone who does not want to be managed.

When do you find yourself talking more than listening? • Individuals who are overly gregarious or who lack the empathy to know that they talk too much may not listen attentively or may talk past the close. Does this candidate recognize this as an area for development? What does he or she do to stop it from happening again?



Princeton, NJ 08540

609.524.1400

[email protected]

www.calipercorp.com

Can you give me an example of when failing to listen or compromise lost the opportunity? • If the candidate has a low empathy level, he or she may not actively listen to the needs of the audience and may adopt a scripted approach. Answers to this question will help evaluate if the candidate has systems in place to fully understand customer needs and will give an indication of how acute his or her ability to listen is.

Tell me about a time when you may have talked past the close. • In some instances, highly sociable, talkative individuals with low empathy do not always realize that they are talking past the close. This question should help evaluate if and, perhaps, how often the candidate is providing more information than is needed to win the sale at hand. COOPERATING WITH OTHERS Tell me about a time when you went the extra mile. • Responses to this question will help determine the candidate’s overall service orientation. This type of question can help explore the range of behavior, allowing the candidate to show other aspects of his or her sales approach.

Explain a time where you had to support a “high-maintenance” customer and your assistance helped keep the business. • Responses to this question should help determine what the candidate considers “high maintenance” and allow you to learn about the steps taken to keep the business. PLANNING STRATEGIES AND TACTICS Describe how you would go about prospecting for a new client. • Responses to this question should describe how he or she thinks when planning the steps needed to acquire a new client.

When you are required to penetrate an account and develop a new opportunity, describe what information you would need and how you would gather it. • Candidate should provide a detailed strategy for information gathering and account penetration.

How important is it to determine your own course of action in the sales process? • The answer to this question is likely to be very helpful, particularly in organizations that require salespeople to work independently, or, conversely, in organizations with a lot of structure, guidelines, and procedures.



Princeton, NJ 08540

609.524.1400

[email protected]

www.calipercorp.com

Tell me about a time when you were too reliant on direction to take independent action. • This question helps determine whether the candidate relies on outside structure or is independent when putting forth a plan. MANAGING TIME How important is managing details in the overall sales process of sales? How would you organize yourself to handle a long-term sale? • Responses to this question may help determine whether the candidate is patient enough or organized enough to deal with the administrative follow-through required to complete the sales process.

What techniques have you developed to help you remain focused when managing longer-term sales? • This question is particularly relevant to companies with longer sales cycles. If the candidate does not display a way to stay focused on long-term sales and demonstrates a very strong sense of urgency, he or she may be too impatient for results and may not be a good fit for positions with long sales cycles.

What types of things distract you? • If the candidate has low self-discipline or low sensitivity to externally imposed structure and appears easily distractible, it is beneficial to identify these distractions and ensure that he or she has methods in place to aid in completing tasks. Tell me about a time where your good organizational and time-management skills paid off. • Responses to this question should demonstrate that the candidate is focused, organized, and able to plan activities effectively. FOLLOWING THROUGH Tell me about a time that you might have failed to follow through on details. Describe the impact on your performance. • If a candidate appears to exhibit lack of attention to detail, you will want to determine whether he or she has found a way to compensate for this tendency, particularly for technical sales roles or sales positions requiring a lot of follow-through.

Tell me about a time when you paid too much attention to detail and not enough to the big picture. • If a candidate seems to display a high level of perfectionism, he or she may not see the big picture. Answers to this question should help ascertain if the individual can strike a balance between paying attention to detail, following through, and being decisive.


Tell me about a time when you had so many client inquiries that you lost control. • Answers to this question should help ensure the candidate can deal with high-volume sales situations where there is little administrative support to aid him or her.

Tell me about an experience in dealing with routine details. What problems did you overcome in ensuring that the details of the job were accurate? • Answers to this question should help ensure that the candidate had a strategy to remain focused. Was there an effort to ensure that the job was accurate and complete?

To take the guesswork out of hiring, include Caliper as part of your selection process. Our pre-employment assessments show how someone will perform in the job before you bring them on board.

You will learn what qualities are needed for success with your company, how to determine if someone has them and how to hire right the first time. Our consultants, combined with our pre-employment assessments, can help you with everything from evaluating your most promising applicants to redesign-ing your current hiring process. We can help you get the most out of every interview, match the right people to the right jobs and hire more people like your best performers.

Let us help you start making more informed,

confident hiring decisions today.

Call us at 609.524.1400 or

visit www.calipercorp.com/contact


Princeton, NJ 08540

609.524.1400

[email protected]

www.calipercorp.com


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