How to Hire Salespeople in Kenya

The best way to hire salespeople is to be precise about what they will sell, to whom, and how they will be paid - then judge candidates on evidence of past results and a practical selling test, not on confidence in an interview. A vague role and an unclear pay plan cause more bad sales hires than a shortage of applicants does.

This guide walks through the process step by step, for SMEs and growing companies hiring in Kenya.

Step 1: Define the sale

"Sales" covers very different jobs. Write down:

• What they sell - a product, a service, a subscription.
• To whom - consumers, shops, businesses, government.
• Where - in the field, in a shop, by phone, online.
• How long a sale takes - one visit, or months of follow-up.
• What success looks like in month one, three and six.

A field sales agent selling to shops in Kiambu, an inside sales executive booking software demos, and a key-account manager handling corporate clients need different people. See our sales job description templates.

Step 2: Set the pay plan before you advertise

Decide the basic pay, the commission or bonus, and any allowances (transport, airtime, fuel) before you advertise. Many candidates compare offers on the basic, because commission is uncertain.

• Employees must be paid at least the minimum wage for their occupation and area, so commission should sit on top of a compliant basic.
• Independent agents running their own business can work on commission only under a commercial agreement - but only if they are genuinely independent.

See sales commission in Kenya for structures, the law and tax.

Step 3: Advertise clearly

A good sales advert states the product, the customers, the territory, the basic pay or range, how commission works, and what you expect in the first months. Vague adverts such as "earn up to KES 200,000" attract the wrong people and put serious candidates off.

Advertise where your candidates are: job boards, LinkedIn, your own network, and shareable job links that candidates can open and apply from on their phones.

Step 4: Screen for results, not adjectives

Every sales CV says "target-driven" and "excellent communication skills". Look instead for:

• Numbers: targets, achievement against target, deals closed, accounts grown.
• Relevance: a similar sale, similar customers, or a similar sales cycle.
• Stability with progression: people who stayed long enough to earn commission and were promoted or given bigger territories.

Use a short screening call to confirm the numbers and ask how they were measured.

Step 5: Interview and test selling ability

Interviews reward people who sell themselves well, which is not the same as selling your product. Combine:

• A structured interview with the same core questions for every candidate - see sales interview questions to ask candidates.
• A role-play of a real customer conversation, with objections.
• A practical task where it fits: plan a week of visits for a territory, write a follow-up message, or call a practice prospect.

Score each candidate against the same criteria, and agree the scores before you discuss who you liked.

Step 6: Check references and background

Speak to previous sales managers, not only HR, and ask specific questions: What was their target? What did they achieve? Would you hire them again? For roles that handle cash, stock or customer data, run consent-based checks on identity, education, employment history and criminal record - see how to run a legal background check in Kenya.

Step 7: Offer, contract and onboard

• Put it in writing. The Employment Act requires a written contract for employment of three months or more. Include the basic, the commission plan, targets, allowances, territory, and what happens to commission on deals that close after the employee leaves.
• Use probation well. Probation can last up to six months, extendable by up to six more with the employee's agreement. Set targets for each month and review them in writing.
• Onboard properly. Product training, shadowing a strong colleague, an introduction to key customers, and the tools they will use - a CRM, price lists, samples - in the first week.

Measure and coach

Track the numbers that predict results, not just sales: visits or calls made, meetings booked, proposals sent, conversion rates and average deal size. See sales targets and KPIs.

How Cazini helps

Post sales jobs free, share them as links candidates can apply to from their phones or WhatsApp, and let AI screen and rank applications against your requirements. Run consent-based background checks on finalists, then manage your sales team's pipeline in Cazini's built-in CRM. See hiring and CRM.

Sources

• Employment Act, 2007 (Ministry of Labour copy, PDF)

Frequently asked questions

How do I hire a good salesperson?+

Define the exact sale they will make, set a pay plan with a realistic basic and commission, advertise with clear numbers, screen for evidence of past results, test selling ability with a role-play or field task, and check references with previous managers before you offer.

Should I hire salespeople on commission only?+

Be careful. If the person works for you as an employee - set hours, your targets, your direction - the Employment Act applies whatever you call them, and commission-only pay can fall below the minimum wage. Genuine independent agents who run their own business can work on commission only under a commercial agreement.

How long does it take to know if a salesperson is good?+

Usually one full sales cycle. Use the probation period - up to six months under the Employment Act, extendable by up to six more with the employee's agreement - to set clear targets, coach, and review performance in writing.

What should I look for in a salesperson?+

Evidence of results in a similar sale, comfort with rejection, consistent follow-up habits, good listening, honesty about what they did and did not achieve, and the ability to learn your product quickly.