21 tips for employers hiring a lot of student, recent grads for early career, sales jobs

When hiring dozens or even hundreds of candidates for sales roles, employers need a high-energy, metrics-driven recruitment strategy that can scale without sacrificing quality. Sales positions—ranging from inside sales reps and account executives to business development associates and retail salespeople—require excellent communication skills, resilience, a competitive mindset, and the ability to quickly learn and articulate value propositions. Employers can streamline the process using applicant tracking systems (ATS) to filter candidates based on prior sales experience, industry familiarity, and traits like goal orientation or comfort with quotas. Posting openings on platforms like College Recruiter helps attract recent grads and early career professionals who are eager to prove themselves and grow in performance-driven roles. Pre-employment assessments that measure communication, objection handling, and persuasion skills can quickly surface top prospects.

To handle high-volume hiring efficiently, companies can host virtual sales hiring days, run outbound campaigns inviting candidates to short initial interviews, or organize group assessment centers where applicants pitch mock products or respond to common objections. Group interviews and role-play exercises are especially useful for evaluating real-time thinking, confidence, and how candidates handle rejection. Structured interviews with behavioral questions can reveal a candidate’s grit, coachability, and track record of meeting or exceeding goals. Once hired, a structured onboarding program—including product training, sales process education, and real-time shadowing—prepares new hires to ramp up quickly and start contributing to revenue. For companies that get this right, high-volume sales hiring becomes more than a pipeline filler—it becomes a competitive advantage.

We reached out to 21 hiring experts to get their suggestions for employers who plan to hire dozens, hundreds, or even thousands of students, recent graduates, and others who are early in their careers for sales jobs.

• Implement Skills-Based Assessment
• Use Two-Phase Interview Process
• Don’t Skip Value-Based Hiring
• Avoid Obsessing Over Past Sales Numbers
• Look for Grit Over Gloss
• Hire in Cohorts for Better Results
• Prioritize Personality Traits
• Use Group Interviews for Insights
• Test Social Listening Skills
• Avoid Rushing the Selection Process
• Don’t Treat Sales Team Like Numbers
• Prioritize Diversity in Recruitment
• Don’t Mistake Charisma for Capability
• Ensure Compensation Plans Are Clear
• Test for Coachability
• Seek Candidates with Energy and Drive
• Avoid Using Generic Job Ads
• Don’t Skip Onboarding Planning
• Use Video Introductions
• Don’t Skip Reference Checks
• Provide Feedback to Candidates

Implement Skills-Based Assessment

When hiring high-volume candidates for sales positions, one critical practice employers should embrace is implementing a structured, skills-based assessment process rather than relying primarily on resumes and interviews.

A well-designed assessment should evaluate specific sales competencies like objection handling, discovery questioning, and closing techniques through role-play scenarios, case studies, or sample pitch presentations. This approach allows you to evaluate candidates based on demonstrated abilities rather than just experience or interview charisma.

The benefits of this approach are substantial: it reduces unconscious bias in hiring, improves prediction of on-the-job performance, and creates a more efficient screening process for large candidate pools. It also tends to identify candidates with natural talent who might otherwise be overlooked due to less impressive resumes.

Conversely, employers should avoid hiring primarily based on “gut feel” or prioritizing personality traits like extroversion over demonstrated sales capabilities. Many excellent salespeople don’t fit the stereotypical mold but excel through disciplined processes, active listening, and problem-solving skills.

This structured approach also improves the candidate experience by giving applicants a realistic preview of the role, allowing them to self-select out if they realize the position isn’t a good fit for their skills or preferences.

Anthony Clery, Head of Sales, Boundless

Use Two-Phase Interview Process

At SERPninja, we found group interviews to be incredibly ineffective for hiring sales talent, especially when we needed to scale quickly. Instead, I implemented a two-phase interview process where candidates first do a mock sales call with our existing top performers, followed by a small project to outline their 30-day plan. This approach has helped us identify candidates who can actually deliver results rather than just talk about them.

Gaby Alexander, Sales Director, SERPninja.io

Don’t Skip Value-Based Hiring

Don’t skip value-based hiring. When you’re moving fast and trying to fill roles at scale, it’s easy to fall into the trap of focusing only on numbers: how many interviews can you complete, how many seats can you fill, how quickly can you get people on the floor? But if you ignore values in that process, you’ll pay for it later in ways that are harder to fix, such as culture issues, poor team dynamics, and high turnover. Sales can be a high-pressure, fast-paced environment, and when you hire people who are only in it for a quick commission or who don’t connect with the bigger mission, they tend to burn out fast or become disruptive to the team.

That’s why alignment matters. You want people who buy into your mission, people who are motivated by purpose, not just payout. When someone genuinely believes in what they’re selling and the culture they’re stepping into, they show up differently. They collaborate more, handle challenges better, and stick around longer. Value alignment isn’t just a “nice to have”; it’s a performance multiplier. It impacts how someone communicates with customers, how they represent your brand, and how they contribute to the overall tone of your team. You can teach skills, refine sales techniques, and improve processes, but values are much harder to instill if they aren’t already there. So even when hiring at scale, take the time to ask the right questions and listen for more than just surface-level answers. It’ll save you time, money, and headaches down the road.

Leanna Kurnel, Director of Business Development, New Jersey Recovery Solutions

Avoid Obsessing Over Past Sales Numbers

Companies often make the same mistake when hiring sales representatives at scale–they chase numbers instead of finding the right kind of salesperson. Filling roles quickly may look efficient on paper, but bringing in the wrong people hurts more than leaving positions empty.

The biggest hiring trap? Obsessing over past sales numbers. Someone who exceeded quota elsewhere won’t automatically succeed in your environment. Sales success depends entirely on product fit, sales cycle length, and buyer type. I observed a company raid their competitor for “proven” representatives, thinking they’d dominate immediately. Six months later, most had quit. They came from quick, transactional sales but suddenly faced complex, multi-month cycles. Their experience became a liability rather than an asset.

What hiring approach has worked best for me? Testing how people adapt on the fly. Instead of fixating on quota achievements, I place candidates into uncomfortable scenarios: a prospect suddenly objects to pricing, a promising deal stalls, or a lead shows zero interest. How they navigate these moments reveals far more about future success than any sales accolades they’ve collected at previous companies.

Marcin Pienkowski, Head of Salesforce, Think Beyond

Look for Grit Over Gloss

Look for grit over gloss. In sales, persistence beats polish every single time. It’s easy to get distracted by a slick resume or a smooth-talking candidate who knows how to say all the right things in an interview, but that doesn’t always translate to long-term performance. What really matters is how someone shows up when things get tough, when they hear “no” ten times in a row, when they miss their quota, or when they have to push through a slow quarter. That’s where grit separates the top performers from the rest. You want people who have bounced back from setbacks, stayed consistent when motivation dipped, and kept showing up with effort even when the results weren’t immediate.

Someone may not have the perfect resume or the most refined pitch yet, but if they’ve got that inner fire, that drive to grow, to adapt, and to outwork the competition, you can teach them everything else. Sales skills can be coached, product knowledge can be trained, and scripts can be memorized. But character, resilience, and hunger? That’s either there or it’s not. So when you’re hiring high-volume candidates, don’t let surface-level polish cloud your judgment. Look deeper. The best hires are often the ones who have learned how to fight for progress, not just look good on paper.

Sean Smith, CEO & ex Head of HR, Alpas Wellness

Hire in Cohorts for Better Results

One highly effective strategy for high-volume sales hiring is hiring in cohorts and fostering early team competition. Instead of bringing in sales candidates one by one, onboard them in structured groups, much like a sales “boot camp.”

Sales is inherently competitive, and hiring in cohorts creates an immediate sense of camaraderie and motivation. Candidates push each other to succeed, and early performance trends become clear within the group. You’ll quickly identify who rises to the challenge and who struggles to keep up—saving you months of underperformance by weeding out the wrong hires early.

Additionally, a cohort approach makes training more efficient, reduces onboarding costs, and builds a stronger team culture from day one. This strategy not only improves hiring success but also drives engagement, retention, and long-term sales performance.

Ben Lamarche, General Manager, Lock Search Group

Prioritize Personality Traits

When hiring for sales roles, personality is key. While filtering for personality might seem overwhelming with multiple roles at stake, it’s actually easy if you know what specific traits to look for.

The first is engagement. The best salespeople don’t just talk—they listen. They ask the right questions and make customers feel heard. Look for candidates who are empathetic and can connect with different types of people. They need to know how to adjust their style on the fly.

Resilience is another crucial trait. Sales is a rollercoaster, and not every deal is going to close. You want people who can roll with the punches and keep going, even after a rejection or two (or ten). Ask them about times they’ve faced challenges and how they stayed motivated. You’ll want to know that they can get back on their feet after a tough day.

Cultural fit is also crucial. A salesperson who doesn’t align with your company’s vibe is going to struggle, no matter how talented they are. So, find people who are excited about your company’s mission and values. If they fit into your culture, they’ll be more motivated and stay longer.

And last but not least, don’t forget that even the best need to grow. Look for candidates who are open to feedback and want to improve. After all, a sales superstar isn’t born—they’re made.

Hiring for sales isn’t about checking boxes on a resume. It’s about finding someone who has the right attitude, the right drive, and can handle the highs and lows of the job.

Michael Moran, Owner and President, Green Lion Search

Use Group Interviews for Insights

I recently discovered that group interviews, where we bring in 5-6 candidates to role-play sales scenarios together, give us much better insights than traditional one-on-one interviews for sales roles. Watching how they interact, handle pressure, and support or compete with others tells us way more about their real sales potential than just checking off qualification boxes.

Yarden Morgan, Director of Growth, Lusha

Test Social Listening Skills

Analyzing a candidate’s social listening skills can significantly enhance the recruitment process for sales roles. Employers should test these skills by giving candidates a prospect’s LinkedIn profile or company website and asking them to craft a tailored pitch. This exercise reveals how well a candidate can gather insights and use them to personalize communication–a critical skill in sales.

To evaluate this effectively, look for candidates who can identify specific details about the prospect’s interests, achievements, or challenges and weave these into their pitch. An effective technique is to check if they can pinpoint a recent post or article the prospect shared, then use this as a springboard for conversation. This approach demonstrates the ability to make the prospect feel understood and valued, a crucial element in building strong customer relationships.

Connor Butterworth, Founder, Marketing & Sales Expert, Southwestern Rugs Depot

Avoid Rushing the Selection Process

Employers should avoid rushing through the selection process merely to fill vacant positions. While it’s tempting to quickly onboard people when you have numerous openings, skipping thorough interviews and disregarding cultural fit can lead to high turnover, wasted training costs, and a frustrated sales team. It’s crucial to allocate sufficient time to truly understand each candidate’s communication style, sales mindset, and professional goals. Simple steps, such as presenting them with realistic scenarios or short role-play exercises, can reveal whether they possess the resilience and team spirit required for a fast-paced sales role. Speed does matter, but so does thoughtful evaluation. Making careful, well-informed decisions sets your new hires up for success, leading to stronger performance, better morale, and higher retention. Ultimately, it’s a win-win situation for both you and your future sales rock stars.

Gary Edwards, Owner, Voceer

Don’t Treat Sales Team Like Numbers

Do not treat your sales team like a numbers game. That mistake costs more than bad stock. High-volume hiring is fine, but high-volume burnout is not. If your onboarding consists of just a welcome packet and a call script, you are setting your team up to fail. Salespeople need structure and support, especially in health products where trust is everything.

Instead, design a 10-day ramp-up period. Include product trials, mock objections, and time on logistics calls. Help them experience the customer journey. A hundred new representatives who know the product will outperform two hundred who are faking it on day one. If you want loyalty, build confidence first. That scales faster than any script.

Sarah Gibson, Director, Proactive Healthcare

Prioritize Diversity in Recruitment

When hiring high-volume candidates for sales roles, prioritize diversity in your recruitment process. At Liberty Insurance, we have seen the benefits that a diverse team brings in terms of perspectives, problem-solving, and reaching a broader customer base. This approach isn’t just about checking boxes; it’s about fostering a culture that drives innovation and relates better to our varied clients.

One strategy that works for us is implementing peer-led training programs. After hiring, we integrate new sales representatives with seasoned professionals who provide mentorship grounded in real-world experience. This ensures that our newcomers not only learn the ropes but also imbibe best practices that align closely with our organizational goals and customer-first philosophy.

Additionally, I would advise against relying solely on traditional metrics like sales targets in the hiring process. We work with Marsh Berry Inc. to develop holistic evaluation criteria that consider attributes like adaptability and customer empathy. These qualities forecast long-term success and job satisfaction, which are just as crucial as hitting immediate sales numbers.

Andrew Harris, President, Liberty Insurance

Don’t Mistake Charisma for Capability

If you’re hiring high-volume sales candidates, don’t mistake charisma for capability. I’ve built fast-scaling teams, and I see this repeatedly: managers reward interview confidence without testing how candidates perform under sustained pressure. Sales runs on repetition, not bursts of energy. When someone shines in the interview then fades by week two, you haven’t found a talent problem–you’ve created a churn problem.

One thing I do early in the process is give candidates a basic task with unclear instructions–intentionally vague, like a real-world lead handoff. I’m not testing whether they solve it perfectly. I’m watching how they clarify, follow up, and move when information is messy. That’s where most salespeople live–in the grey areas.

I remember one hire who didn’t have the loudest pitch, but she followed up after her first task with better questions than most people asked during onboarding. She didn’t just want to impress–she wanted to understand. She went on to outperform representatives who “crushed” the interview.

For high-volume roles, surface energy comes cheap. Curiosity coupled with follow-through? That’s what scales. Screen for these traits early, and you’ll build a team that delivers results–not just great interview stories.

Adam Czeczuk, Head of Consulting Services, Think Beyond

Ensure Compensation Plans Are Clear

One major mistake employers make when hiring high volumes of sales candidates is failing to provide clear, legally compliant compensation structures. Sales roles often involve commissions, bonuses, and performance-based pay, which, if not carefully structured, can lead to wage disputes or even legal claims. Employers should ensure commission agreements are in writing, compliant with state wage laws, and unambiguous about when commissions are earned and paid. Missteps, like clawing back commissions improperly or failing to pay wages after termination, can lead to lawsuits and significant liabilities.

Another common pitfall is overselling the role during the hiring process. In high-volume sales hiring, companies may exaggerate earning potential, job stability, or career growth to attract candidates quickly. If the reality doesn’t match the promises, turnover spikes, morale drops, and in some cases, misrepresentation claims can arise. Employers should strike a balance between making the job attractive and being transparent about expectations, quotas, and realistic earnings. This approach builds trust and ensures long-term retention of top-performing sales professionals.

Ed Hones, Attorney At Law, Hones Law Employment Lawyers PLLC

Test for Coachability

After hiring hundreds of sales representatives at Zentro Internet, I’ve discovered that testing for coachability is absolutely crucial during the hiring process. Recently, I started giving candidates constructive feedback during their mock sales presentations and watching how they implement it in a follow-up scenario. This simple change helped us identify adaptable team players who could grow with our evolving sales strategies, rather than just hiring those with the most impressive resumes.

Andrew Dunn, Vice President of Marketing, Zentro Internet

Seek Candidates with Energy and Drive

A strong sales resume doesn’t always indicate that a candidate possesses the energy and drive necessary for success. I pay close attention to how they discuss their past roles, particularly their reasons for leaving their last two positions.

If candidates demonstrate excitement about growth, learning, and new challenges, it’s an excellent sign that they’re motivated. However, if every answer sounds like an excuse or a complaint, I recognize that they might lack the passion required to thrive in a fast-paced sales environment.

Persistence, enthusiasm, and fortitude—qualities that don’t necessarily appear on paper—are key components of sales. Since that same enthusiasm is what will ultimately clinch agreements, I seek out individuals who bring energy to the discussion.

Lev Peker, CEO, CARiD

Avoid Using Generic Job Ads

Stop using the same tired job ad for every sales role. If you are hiring twenty people, do not copy-paste a brief that looks like a script from 2011. Break it into what you are really hiring for. Door knockers, phone bashers, quote chasers, account managers–they are not interchangeable. One ad does not speak to all of them. That mistake floods your funnel with the wrong fits and wastes everyone’s time.

Instead, segment the openings the same way you segment leads. Tailor the hooks. Be blunt about commission structure. Be clear on hours. Spell out who thrives in that seat. If you would never hand the same pitch to every client, then do not hand the same posting to every candidate. Good hiring is good sales.

Louis Georgiou, Managing Director, Essential Workwear

Don’t Skip Onboarding Planning

Don’t skip onboarding planning. It’s not enough to hire well; you must have a system in place to support new hires from day one. In high-volume hiring, it’s easy to get caught up in the numbers and think the job is done once contracts are signed, but that’s just the beginning. Without a structured and intentional onboarding process, even the most talented new hires will feel lost, overwhelmed, or disconnected from the mission and expectations.

High-volume hiring without proper onboarding leads to confusion, low morale, poor engagement, and fast turnover, all of which can cost your team more time and money than you might think. When people aren’t clear on how to succeed in their role, or don’t feel equipped with the tools, training, and guidance they need, they disengage quickly. You can’t expect strong performance from a sales team that hasn’t been properly set up to win. Onboarding isn’t just paperwork and product knowledge; it’s about creating clarity, building confidence, and integrating new team members into your company culture.

The first 90 days are a critical window. It’s during that time that new hires form their habits, mindset, and sense of belonging. A well-designed onboarding process that includes role-specific training, mentorship, consistent check-ins, and clear performance expectations can make all the difference. It’s not about perfection; it’s about giving people a real foundation to build on. That’s what sets apart teams that grow from those that constantly churn.

Tyler Bowman, Founder & CEO, Brooks Healing Center

Use Video Introductions

The biggest game-changer for our real estate sales hiring was ditching the traditional resume-first approach and instead starting with a quick video introduction from candidates. I found that seeing how people naturally present themselves in a 2-minute video tells me more about their sales potential than any paper resume could, especially when hiring multiple agents at once.

Bennett Heyn, CEO, Sell House Columbus Ohio

Don’t Skip Reference Checks

From my experience, nothing destroys sales team culture faster than skipping reference checks during high-volume hiring periods. This corner-cutting always comes back to haunt you.

What preserved our sales culture was maintaining thorough behavioral validation despite hiring pressures. Even when expanding rapidly, we required detailed discussions with past managers focused on cultural alignment, not just results. During last quarter’s expansion, this process flagged a top-performing candidate whose aggressive tactics didn’t align with our consultative approach.

This commitment to cultural screening prevented potentially costly mistakes. While it added time to our hiring process, maintaining these standards protected team dynamics and client relationships that would have suffered from misaligned sales approaches.

Cultural integrity beats hiring speed. When you prioritize team fit alongside skills verification, you build stronger sales organizations that outperform in the long run.

Matt Bowman, Founder, Thrive Local

Provide Feedback to Candidates

As much as possible, strive to provide feedback on a per-candidate level, no matter how small it may be.

Not only does it help the candidates, but you may also see that they return for the following year or the next hiring opportunity and have improved significantly based on your feedback! It also shows that you, as an organization, actually care about your staff and even potential staff.

Wendy Makinson, HR Manager, Joloda Hydraroll