How to Spot a Great Sales Development Representative Before You Hire Them
Hiring a Sales Development Representative (SDR) is deceptively difficult. Many candidates sound confident, talk fluently about sales, and interview well yet struggle to produce consistent outbound results once hired.
The reason is simple: great SDRs are defined by execution, not presentation.
This article explains how to spot a great Sales Development Representative before you hire them, with a practical, outcome-focused framework that reduces hiring risk—especially for US companies hiring remotely from Brazil.
Simera helps US and Canadian startups hire vetted Sales Development Representatives from Brazil by screening for real outbound execution, writing quality, and process discipline not just interview performance.
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Why Most SDR Hiring Fails
SDR hiring fails when companies optimize for the wrong signals.
Common mistakes include:
- Hiring based on confidence instead of consistency
- Prioritizing “sales personality” over execution ability
- Overvaluing years of experience
- Skipping outbound skill validation
The result is SDRs who:
- Send high volumes of low-quality outreach
- Book unqualified meetings
- Fail to follow up consistently
- Burn out quickly
Great SDRs don’t just want to sell. They know how to run a system.
Signal #1: They Can Explain Their Outbound Process Clearly
Strong SDRs can walk you through:
- How they source prospects
- How they structure sequences
- How they personalize at scale
- How they track performance
Weak candidates speak in generalities. Strong candidates speak in steps.
Ask:
- “Walk me through your last outbound campaign from start to finish.”
If the answer lacks structure, the execution likely does too.
Signal #2: Their Writing Is Clear, Direct, and Purposeful
Outbound SDR work is heavily writing-driven.
Evaluate:
- Sentence clarity
- Grammar and tone
- Ability to get to the point quickly
- Clear calls to action
Great SDR writing is not clever it’s clear and respectful.
A short live writing exercise often reveals more than a resume ever could.
Signal #3: They Know How to Qualify (and Disqualify)
One of the clearest markers of seniority in an SDR is judgment.
Strong SDRs can explain:
- What makes a lead qualified
- When not to book a meeting
- How they protect AE time
- How they handle vague interest
SDRs who book everything inflate pipeline and destroy trust with AEs.
Signal #4: They Track the Right Metrics
Great SDRs know their numbers.
They can discuss:
- Meetings booked
- Show-up rate
- Conversion to SQL
- Reply quality
Candidates who focus only on activity (emails sent, calls made) often lack outcome ownership.
Signal #5: They Respond Well to Feedback
Outbound performance improves through iteration.
Strong SDRs:
- Accept feedback calmly
- Adjust messaging quickly
- Track changes in results
- Improve week over week
Ask:
- “Tell me about feedback that improved your performance.”
Defensive answers are a red flag.
Signal #6: They Can Handle Rejection Without Losing Discipline
Outbound sales involves rejection daily.
Great SDRs:
- Don’t personalize rejection
- Maintain consistent output
- Use negative replies to refine messaging
Resilience combined with structure is far more valuable than raw confidence.
Red Flags That Predict Poor Performance
Watch closely for:
- Vague answers without examples
- Overuse of sales buzzwords
- Poor written communication
- Resistance to process
- Inability to explain failures
These red flags matter more than titles or years of experience.
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FAQ
What makes a great Sales Development Representative?
Clear execution process, strong writing, qualification judgment, and consistency.
How do you test SDR quality before hiring?
By reviewing outbound examples, testing writing, and evaluating process thinking.
Are interview skills reliable indicators of SDR performance?
No. Execution quality is a far better predictor than presentation.
Can Brazilian SDRs perform at a high level?
Yes. Many Brazilian SDRs excel in US outbound roles with proper vetting and onboarding.
What is the biggest SDR hiring mistake?
Hiring based on confidence instead of execution discipline.



