Is it legal to ask about commission structure and previous salary in Switzerland?

Yes. You can ask about salary history to validate experience and market positioning. You can also ask about compensation preferences for your role. However, avoid using previous salary to justify a lowball offer—Swiss law and custom expect you to pay market rate for the role, not penalize candidates who earned less elsewhere. A lawyer should review if you intend to use salary history as a binding constraint.

What questions should I avoid?

Avoid questions about age, marital status, plans for children, political affiliation, religious beliefs, health conditions, and military service. These are protected characteristics under Swiss labor law. Three questions above carry some risk: asking about 'worst quarter' or failures can feel like a trap (frame it as learning, not blame); asking directly 'Why did you let them go?' about a firing can invite claims of discrimination if not handled carefully—focus on performance metrics instead; asking about willingness to travel or canton preference can correlate with family status or disability (document that it's a genuine business need). Consult a labor lawyer if your company operates across multiple cantons, as some have stricter rules than others.

How do I follow up on red flags in their answers?

Use neutral, open probes: 'Tell me more about that,' 'Walk me through your thinking,' 'What would you do differently now?' If they claim to have managed a large team but can't name any team members or recall real coaching moments, that's a sign the experience may be inflated. If they blame all their failures on market conditions or bad managers, listen for self-awareness. If they dodge questions about losing deals or underperforming reps, they may avoid accountability. Take notes on specificity—candidates with real experience usually remember details; those exaggerating tend toward vagueness.

Should I check references before or after the interview?

Interview first, then check references on your top candidate(s) before making an offer. When you call their previous employer or manager, ask about sales performance, team feedback, and reasons for departure. In Switzerland, employers often give only neutral references (name, dates, role) unless they have a written release to speak more openly—you may get limited detail. Ask your candidate's permission to call their current employer; if they refuse, respect that for privacy reasons and wait until you're ready to extend an offer. Always document reference calls in your hiring file.

Interview Questions for Hiring a Sales Manager

Use these interview questions to assess Sales Manager candidates across four dimensions: sales track record and deal closure, team leadership and motivation, pipeline and forecast accuracy, and alignment with your company culture. Each question flags what a strong answer contains versus a weak one. Three questions carry legal risk in Switzerland and are flagged—avoid them or consult a lawyer first.

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A Sales Manager role in a Swiss SME requires both individual sales discipline and the ability to coach others toward targets. The candidate must understand your market, your sales cycle, and your product positioning.

These questions help you assess real experience. They expose gaps between claimed leadership and actual results. Use follow-up probes like 'Walk me through that' or 'What would you do differently now?' to test depth.

Sales Performance & Deal Management

Strong answers include concrete numbers: revenue closed, deal size, sales cycle length, and the tools or processes used. Weak answers are vague ('I crushed my targets') or blame external factors without owning strategy.

Listen for how candidates segmented accounts, managed pipeline velocity, and handled lost deals. A mature answer shows learning from failure and process improvement.

Describe the largest sales deal you personally closed in the last three years. What was your commission or incentive structure, and what was your base salary range at that time?
Walk me through your worst quarter in sales. What went wrong, and what did you change?
How do you define a qualified lead? Show me a real example from your last role.
Tell me about a customer you lost to a competitor. What would you do differently today?
How often do you forecast your pipeline, and what metrics do you track weekly?
Describe your approach to managing accounts above 500k CHF annual revenue versus smaller ones.

Team Leadership & Coaching

Strong answers name specific team members, their challenges, and measurable improvement. Weak answers sound like textbook HR material ('I empower my team') with no real examples.

Test whether the candidate has fired underperformers, developed high-potential reps, or created repeatable sales processes. Ask about team turnover and why people left.

Describe a sales rep on your team who was struggling. How did you coach them, and what was the outcome?
How large a team have you managed, and what was your average ramp time for a new hire to hit 80% of quota?
Tell me about a rep you let go. What was the performance issue, and how long did you try to improve it?
How do you balance your own sales activity with coaching your team?
What CRM system or sales tools have you implemented, and what adoption barriers did you face?
Describe your approach to compensation: fixed salary, variable commission, SPIFs, or other incentives you've used.

Market Knowledge & Strategic Fit

Strong answers show research into your company, your industry, and your competitors. The candidate names specific challenges you face and proposes ways a Sales Manager could help. Weak answers are generic or repeat back what you told them in the job posting.

Probe their experience in B2B versus B2C, selling to SMEs versus large enterprises, and the sales cycle length they've managed. Ask how they'd approach hiring and building a team in your region.

What do you know about our market and our competitors? Where do you see the biggest opportunity for us?
Have you sold in Switzerland before? If not, what's your strategy for understanding regional buying patterns and decision-makers?
Describe the sales process your last employer used. What parts would you keep, and what would you change for our business?
If we hired you on a 100% Pensum, how would you structure your first 90 days?
What Pensum level and salary range are you seeking, and what benefits matter most to you?
Are you open to travel within Switzerland, or do you prefer to focus on a specific canton?

Frequently asked questions

Is it legal to ask about commission structure and previous salary in Switzerland?: Yes. You can ask about salary history to validate experience and market positioning. You can also ask about compensation preferences for your role. However, avoid using previous salary to justify a lowball offer—Swiss law and custom expect you to pay market rate for the role, not penalize candidates who earned less elsewhere. A lawyer should review if you intend to use salary history as a binding constraint.
What questions should I avoid?: Avoid questions about age, marital status, plans for children, political affiliation, religious beliefs, health conditions, and military service. These are protected characteristics under Swiss labor law. Three questions above carry some risk: asking about 'worst quarter' or failures can feel like a trap (frame it as learning, not blame); asking directly 'Why did you let them go?' about a firing can invite claims of discrimination if not handled carefully—focus on performance metrics instead; asking about willingness to travel or canton preference can correlate with family status or disability (document that it's a genuine business need). Consult a labor lawyer if your company operates across multiple cantons, as some have stricter rules than others.
How do I follow up on red flags in their answers?: Use neutral, open probes: 'Tell me more about that,' 'Walk me through your thinking,' 'What would you do differently now?' If they claim to have managed a large team but can't name any team members or recall real coaching moments, that's a sign the experience may be inflated. If they blame all their failures on market conditions or bad managers, listen for self-awareness. If they dodge questions about losing deals or underperforming reps, they may avoid accountability. Take notes on specificity—candidates with real experience usually remember details; those exaggerating tend toward vagueness.
Should I check references before or after the interview?: Interview first, then check references on your top candidate(s) before making an offer. When you call their previous employer or manager, ask about sales performance, team feedback, and reasons for departure. In Switzerland, employers often give only neutral references (name, dates, role) unless they have a written release to speak more openly—you may get limited detail. Ask your candidate's permission to call their current employer; if they refuse, respect that for privacy reasons and wait until you're ready to extend an offer. Always document reference calls in your hiring file.

General information for Swiss employers, not legal advice. Have a lawyer confirm anything with legal consequences.