How to Conduct a Great Interview for a Sales Representative

How to Conduct a Great Interview for a Sales Representative in the Building Materials Industry

Hiring a sales representative is one of the most critical decisions a business can make. Whether you are a local dealer looking for someone to manage walk-in customers, a distributor hiring a field rep to cover multiple territories, or a manufacturer seeking a key account manager, the success of your business depends on getting this right. Yet, all too often, the interview process falls short—either by failing to give the candidate the best chance to succeed or by focusing too much on product knowledge instead of transferable sales skills. Here’s how to conduct an effective interview that ensures both you and the candidate walk away with a clear understanding of the fit. 

1. Create a Positive Environment 

First impressions go both ways. If you want to attract top talent, you need to create an environment where they feel comfortable showcasing their best selves. That means: 

• Being on time and prepared 

• Setting clear expectations for the interview 

• Making it a conversation, not an interrogation 

• Selling the opportunity as much as assessing the candidate 

Talented salespeople have choices. If they don’t feel excited about your company, culture, and leadership during the interview, they may not accept an offer—or worse, accept but never fully engage. 

2. Look Beyond Product Knowledge to Transferable Skills 

Too many interviews focus on whether a candidate has sold a specific type of product before. While product knowledge can be learned, core sales competencies—such as relationship-building, problem-solving, and resilience—are far harder to teach. Instead of asking, “Have you sold lumber?” ask questions like: 

• “Tell me about a time you had to sell a new or unfamiliar product. How did you approach it?” 

• “How do you learn about your customers’ needs and tailor your approach to them?” 

• “What’s your strategy for keeping up with industry trends?” 

These types of questions help you gauge adaptability, strategic thinking, and how they apply sales principles to different scenarios. 

3. Assess Past Performance with Behavioral Questions 

Past behavior is the best predictor of future success. Use behavioral questions to dig into how they have performed in key areas such as: 

Key Account Management: 

• “Tell me about a time you turned a small account into a major one. What steps did you take?” 

• “How do you balance time between your largest accounts and smaller, emerging ones?” 

Route Planning and Territory Management: 

• “How do you prioritize which customers to visit and how often?” 

• “Describe a time you had to reorganize your territory or schedule to improve efficiency.” 

Customer Service Excellence: 

• “Give me an example of how you went above and beyond for a customer.” 

• “How do you handle difficult customers or complaints?” 

New Business vs. Account Management: 

• “How do you split your time between hunting for new business and managing existing accounts?” 

• “Have you ever lost a key customer? What did you learn from that experience?” 

4. Focus on Who They Have Sold To, Not Just What They Have Sold 

A good salesperson understands their audience. Selling to a dealer is very different from selling to an architect, who in turn has a completely different buying process from an OEM (Original Equipment Manufacturer). Look for candidates who understand the decision-making process of their buyers. Ask: 

• “What kind of customers have you sold to most often?” 

• “What challenges do [architects, engineers, contractors, etc.] face, and how do you help solve them?” 

• “Have you worked on projects where multiple decision-makers were involved? How did you manage that?” 

A salesperson who can demonstrate expertise in selling to the right channels is often more valuable than someone who simply knows the product. 

5. Align Their Motivations with What Your Role Offers 

The best salespeople want to succeed and enjoy their work environment. But what motivates one person might not work for another. Some thrive on aggressive commission structures, while others value stability and long-term customer relationships. Some want independence, while others do better in a highly structured environment. Ask: 

• “What kind of sales environment helps you perform at your best?” 

• “What motivates you—closing deals, building relationships, competition, career progression?” 

• “Tell me about the best sales manager you ever had. What made them great?” 

If their preferences align with what your role offers, they are far more likely to succeed and stick around. 

6. Consider Team Fit and Balance 

A great sales team is like a well-built structure—it needs the right mix of elements. If you already have a team of aggressive hunters, you may need someone stronger in account management. If you have strong coverage in residential sales, perhaps a commercial-focused rep would add the most value. Consider: 

• Do they complement or duplicate your existing team? 

• Will their style resonate with your customers? 

• Are they culturally aligned with your company’s values and expectations? 

Conclusion 

A strong interview process is about more than just filling a role—it’s about making sure the right salesperson joins your team, thrives in their role, and contributes to long-term growth. By focusing on creating a positive experience, evaluating transferable skills, using behavioral questions, understanding sales channels, aligning motivations, and balancing your team, you can build a salesforce that drives results for your business. 

Remember, the best candidates are also interviewing you. Make sure you put your best foot forward, just as you expect them to do the same!