Anyone who’s good at selling is confident, personable, and persuasive. They know how to quickly build rapport, understand what the person before them wants, and most of all, they know how to communicate their value.

Unfortunately, what makes a great salesperson also makes for a very good interview. Which leads many to ask…

How do you tell the difference between a person who interviews like a great salesperson, and someone who will actually deliver once they’ve joined your business?

Finding a salesperson who can deliver is a challenge that goes beyond sales recruitment. According to the CIPD’s 2026 Resourcing and Talent Planning report, 58% of employers have seen an increase in unsuitable candidates applying for vacancies over the past year, compared with just 33% seeing an increase in suitable applicants.

If you’re recruiting a Sales Executive, finding the right candidate starts long before they can persuade you in the interview.

Start with understanding the type of person you need

Firstly, think about what you really need your Sales Executive to do. They can do many things, depending on the type of business.

It could mean spending most of the day prospecting and generating new business for one company, but then in another involve managing warm leads or developing long-term relationships with a relatively small client pool.

Get clear on the job itself before you start advertising. Understand whether they’ll need to generate their own leads, or whether they’re focused on maintaining existing accounts. And whether they’ll need to focus on quick, transactional sales or a longer, consultative process.

Think about the practicalities, too. Consider whether they need experience in your sector, experience using CRMs, and what they should be expected to achieve after 3, 6 or 12 months.

B&B’s Take: Problems often begin from recruiting against a job title rather than what your business truly needs.

What should you look for in a good Sales Executive?

Evidence.

It’s easy for someone to put down “confidence”, “good communication skills” and “resilience” on their CV’s skills list. That’s why instead, you should look for ways they’ve proven their abilities.

If relationship building is a key skill, ask about a time they’ve turned a prospect who was hesitant into a customer. If you’re looking for someone commercially minded, find out how they decide which opportunities deserve their time and attention.

Pay attention to the questions they ask you, too. Are they curious about your customers, product, competitors and sales process… or are they simply waiting for their next opportunity to speak?

Technology is also an ever-growing part of the picture. LinkedIn’s 2026 Skills on the Rise research for UK sales professionals highlights client relationship management, lead generation, data-driven decision making and AI literacy among the fastest-growing skills in the profession.

B&B’s Take: The best salesperson in the interview isn’t always the person doing the most talking.

Write the job advert for the salesperson you actually need

Once you know what success looks like, make sure your job advert reflects it.

“We’re looking for a motivated, target-driven Sales Executive with excellent communication skills” could describe a myriad jobs, which means it doesn’t really tell a good candidate much about yours.

Be specific about what they’ll be selling, who they’ll be selling to, and where their opportunities come from. Explain whether they’ll inherit existing accounts or build a pipeline from scratch, what the typical sales cycle looks like, and what targets they’ll be working towards.

Salary is important to know, but so is clarity around commission or OTE, territory, working arrangements, progression and the technology they’ll be using.

Remember that experienced salespeople are assessing the opportunity commercially too.

They’ll be assessing whether the target is achievable, the commission structure is clear, and if there’s an established market for the product or service. They’ll also be thinking about what support and onboarding they’ll receive.

B&B’s Take: Recruitment is a two-way sales process. You’re assessing them, but they’re assessing your proposition too.

Where do you find good Sales Executives?

Advertising on the major job boards can give you access to a large pool of active candidates, but a greater number of submissions doesn’t always mean a greater number of suitable applicants. The latest CIPD figures make that particularly clear.

LinkedIn and direct search can help you reach people who aren’t actively applying for jobs, while referrals and existing networks can uncover candidates with a proven track record.

A sales recruitment agency, like Bucks and Berks, can broaden that search further, especially when you need someone with a specific background or want to reach people who aren’t actively job hunting.

The strongest salespeople aren’t likely to be spending their evenings filling in job applications. They may already be performing well somewhere else.

And that’s where knowledge of the local candidate market becomes especially useful. Knowing who is available is one thing; knowing who might be open to the right opportunity is another.

B&B’s Take: Some of the best salespeople aren’t actively applying for jobs. Knowing who’s in the market (and who might be open to a conversation) can give you a competitive edge.

Don’t let the interview become a sales pitch

A salesperson’s job is to be persuasive, so if your interview only measures how confidently somebody answers your questions, you’re testing something they’ve spent their career learning to do.

Instead, get down to the specifics.

Ask what their target was last year and what percentage they achieved. Find out how much of their pipeline they generated themselves. Ask about a deal they lost and why they think they lost it.

You could also ask:

• How do you decide which prospects aren’t worth pursuing?
• Talk me through how you use your CRM during a normal week
• Tell me about a month when you missed target. What did you change afterwards?
• What was your average deal size and sales cycle?
• How did you build your pipeline in your previous role?

Then probe their answers.

A candidate telling you they’re “highly target driven” doesn’t give you a lot to work with, but a candidate who can explain their target, how they performed against it, what got in the way, and what they changed as a result gives you something tangible to assess.

B&B’s take: A polished interview shows someone can sell themselves. Specific evidence shows whether they can sell for you.

Look past their previous job title

The right person isn’t always the one who’s already held exactly the same title in exactly the same industry.

Instead, look at how comparable their previous sales environment is to yours.

If your business has a long, consultative sales cycle, someone who has successfully managed complex customer relationships in an adjacent sector may be a better fit than a candidate with five years of “Sales Executive” experience in a very different environment.

Look at the complexity and value of what they sold, the customers they dealt with, the length of the sales cycle, how much prospecting they were responsible for, and whether they managed ongoing accounts.

B&B’s Take: Job titles can be useful shorthand, but the experience behind them tells you far more.

Getting the offer right

Finding the right Sales Executive is only half the job. You also need an offer that will persuade them to join you.

There isn’t one salary that fits every sales role. Recent vacancies handled by Bucks & Berks show just how much the package can vary. A Junior Sales Executive role in Maidenhead, for example, could offer £25,000–£30,000 plus commission, while an experienced B2B Sales Consultant role in Newbury could look like a £35,000 basic salary with an OTE of £45,000–£50,000.

The right package should reflect the level of experience you need, the complexity of the sale and how much responsibility the person will have for generating new business.

Be clear about commission and OTE, too. Candidates should understand what they can realistically earn, as well as how targets work and what they need to achieve to get there.

B&B’s take: Benchmark the role you’re recruiting for, not sales jobs in general. Experience, location, targets and earning potential all influence what candidates expect.

Finding your next Sales Executive

Recruiting a good Sales Executive matters less about the smoothest interview.

You need to know:

• What you’re asking them to sell
• How they’ll be expected to sell it
• What evidence shows they’ve succeeded in a comparable environment before

In other words, don’t just recruit the person who is best at selling themselves, but the person who can prove they know how to sell for you.

At Bucks and Berks, we’ve been helping businesses across the Thames Valley find the right people for over 100 years. We understand the local candidate market and can help you find Sales Executives with the skills and experience your business actually needs.

Looking for your next Sales Executive? Get in touch with our team.

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Recently, I had the chance to complete a Mental Health First Aid course, which Bucks & Berks fully funded and supported, and what started as a nomination quickly became something far more meaningful to me, both personally and professionally.

I’d love to share my journey with you here, along with some details about our exciting, upcoming wellbeing rewards scheme!

How the journey began…

The opportunity came about as part of a wider initiative to offer something different to a select group of clients, and I was nominated to take part as a representative for Bucks & Berks.

I’ve got to be honest, mental health was never something I thought too much about. I had existed in my own little bubble and was overall quite content with how things were…

However, I’m so glad I took the chance to embark on this course – I’ve learned so many valuable things and it’s opened my eyes to a lot of issues that people may face without making it apparent.

What the training involved

The course was delivered across four three-hour online sessions, led by Melissa Gale alongside a small group of participants from different organisations.

Melissa was exceptional! As an Accredited Trainer with MHFA England, her knowledge and expertise really stood out to me, but what made the experience truly memorable was the way she delivered the course with such passion, sensitivity, and authenticity.

She created such a safe and engaging environment that everyone felt comfortable to share their thoughts and feelings.

I also really appreciated the flexibility of the course. Being able to attend outside of the standard working week and join online from home made it so much easier to fit around other commitments – while still feeling fully connected and involved!

I would highly recommend both Melissa and the training to any individual or organisation looking to prioritise mental health in a meaningful and accessible way.

Key things I learned

One of the biggest takeaways for me was just how broad mental health really is!

Learning about conditions like psychosis – how common they are and far less dramatised than they tend to be in films and TV – was particularly eye-opening. It challenged a lot of preconceptions that I wasn’t even aware I had.

Some of my other key takeaways include:

• Feeling better prepared to respond in a mental health crisis – not perfectly, but with the confidence to try!
• Discovering Hub of Hope, a valuable resource for signposting people to professional support
• Understanding that you don’t need to be an expert or have all the answers in order to make a difference

Sometimes, all it takes is a willingness to be open – to sit down and listen to someone who needs support.

Bringing it into the workplace

In a people-focused industry like recruitment, understanding mental health is so important.

As a temps consultant, I work closely with candidates and clients every day. This training has helped me feel more equipped to recognise when someone might be struggling, approach conversations with empathy and kindness, and offer support where needed.

In a way it’s similar to physical first aid – you might not be able to fix everything, but you can be there to provide any support you can. And that matters more than you think!

One of the most practical skills I developed was active listening. It’s about picking up on small changes in behaviour or tone and having the confidence to check in. Sometimes, simply asking “are you okay?” can open the door to a much-needed conversation!

The role of employers

This experience wouldn’t have been possible without the support of Bucks & Berks, who funded and implemented the training, and overall encouraged me to take it.

More broadly, I believe companies are making progress when it comes to wellbeing. Awareness is growing, and more support is becoming available. While larger organisations often have more resources, SMEs are increasingly recognising the importance of prioritising mental health too, offering things such as wellbeing days and overall, just being more aware of mental health and the impact it can have on someone’s work, which is very encouraging to see.

Introducing… Rewarding Wellness

Following the course, I wanted to build on that momentum in a simple but meaningful way – and that’s why we came up with Rewarding Wellness!

The idea was to create a wellbeing rewards scheme that encourages people to recognise others who might be having a difficult time, while also celebrating those who continue to show up and do their best.

Each quarter, one nominee will receive a small wellbeing treat – something simple, to encourage them to take a moment for themselves and recharge.

If you think someone can do with a wellbeing treat, nominate them today! 

What wellbeing looks like to me

For me, good wellbeing isn’t complicated at all.

It doesn’t have to be anything fancy. It can be something as simple as going outside for a walk or a run, whether it’s rain or shine. It’s about finding a bit of quiet time for myself in a busy house (full of pets and children!) and having the time and space to reset and recharge.

A final thought…

Mental health awareness is less about having all the answers and more about being open, being present, and being willing to listen.

If someone is struggling but unsure about speaking up, the most important thing is that they know support is there when they’re ready – whether that’s through someone they trust or resources like Hub of Hope.

So, if you’re in a position to support others, even in a small way, it can make a real difference!

The post My Journey in Becoming a Mental Health First Aider: Why It Matters More Than Ever appeared first on Bucks and Berks.

The post A Line Managers Resource appeared first on Bucks and Berks.

We explore how to create an inclusive onboarding experience, support new starters effectively, and build management practices that promote fairness, belonging, and equal opportunity for all. From structured onboarding processes to inclusive communication and ongoing development, it highlights practical ways to ensure every individual feels supported and valued.

Download this resource to review your current post-hiring practices and take meaningful steps toward building an inclusive environment.

If you’re new to this series, start with our Inclusive Hiring Fact Sheet to understand the foundations of inclusive recruitment, followed by our guide on accessible recruitment processes.

The post Inclusive Post-Hiring Practices appeared first on Bucks and Berks.

This resource explores how organisations can identify and remove barriers that may prevent talented individuals from applying or progressing through the hiring process. It provides practical guidance on areas such as application, communication methods, interview accessibility, and candidate experience, helping you ensure your recruitment processes are inclusive from start to finish.

Download this guide to review your current approach and take actionable steps toward creating an accessible recruitment process to a wide, more diverse pool of candidates.

If you haven’t already, start with our Inclusive Hiring Fact Sheet for an introduction to the fundamentals, and explore our introductory Inclusive Hiring blog for further context on what inclusivity looks like in practice.

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