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Sales hiring assessment comparison: The DriveTest measures sales Drive, Wonderlic evaluates multidimensional job fit, and Criteria offers broad assessment options.
Sales Assessments

The DriveTest vs. Wonderlic vs. Criteria: Which Is Best for Sales Hiring?

Most companies comparing sales assessment tools assume they’re comparing rivals. Often times, they aren’t. These tools answer different questions, and picking the wrong one means buying a very good answer to a question you didn’t ask. If you are comparing Wonderlic and Criteria for sales hiring, The DriveTest® by SalesDrive belongs on your shortlist when your priority is evaluating the Drive to pursue new business. My recommendation: consider The DriveTest for hunter motivation, Wonderlic Select for combined cognitive, personality, and motivational insight, and Criteria for a broad assessment platform that includes sales-specific options. As the developer of The DriveTest, I
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DriveTest vs. DiSC comparison graphic showing behavioral communication style versus sales-specific Drive traits for sales hiring.
Sales Assessments

The DriveTest® vs. DISC: Which Assessment is Right for Sales Hiring?

If you’re comparing DiSC and SalesDrive’s DriveTest® for sales hiring, here’s the short answer: DISC tells you how a candidate communicates. The DriveTest tells you whether they’ll consistently generate new revenue. They’re not competing for the same job — they’re built to answer two different questions, and only one of them was built specifically for sales hiring. A lot of sales teams run candidates through DISC because it’s familiar, well-known, and already part of the company’s hiring stack — and then wonder, six months later, why a candidate who tested as a confident, sociable communicator can’t build a pipeline from
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Infographic showing how hiring based on polished résumés, strong interviews, and confidence can lead to an empty funnel, thin pipeline, slipping forecasts, and missed revenue.
Sales Assessments

Why Companies Hire Bad Salespeople — and How to Stop It

Most companies do not hire bad salespeople because they are careless. They hire bad salespeople because their hiring process rewards the wrong evidence. A résumé looks strong. The candidate sounds confident on the phone. The interview feels comfortable. The hiring manager likes them. The company needs the seat filled. Then three months later, nothing is happening. The pipeline is thin. Activity is inconsistent. Forecasts keep slipping. The manager is spending too much time coaching effort instead of skill. Eventually, the company admits what was becoming obvious: this person is not going to produce. That mistake can easily cost $50,000, $100,000,
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