Start with what is the same for everyone. Every Salesforce candidate moves through the same four-stage spine: a recruiter phone screen, a hiring-manager interview, a technical or role-specific round, and a final panel. Values-based behavioral questions thread through the whole loop, because Salesforce interviews for culture add, not culture fit, and its five core values are what those prompts read for.
Now the part that trips people up. The decision is hiring-manager-led. The final-round panel of mixed interviewers debriefs and hands its read to the manager who owns the role, and that manager makes the call. There is no independent hiring committee, no separate body that never met you deciding your outcome. That single fact changes what your resume has to do: it has to give the manager and the panel concrete, quantified scope to agree on, because they own the decision together rather than deferring it upward.
The other split is the track. The middle round looks nothing alike across engineering and sales. Engineering candidates run a HackerRank coding assessment and a system-design round; Account Executives build a mock sales presentation around a 30-60-90 day plan. So the resume work is track-specific: code depth and design ownership for engineering, quota attainment and named deal outcomes for sales.
One practical constraint frames all of it. Salesforce advises applying to no more than three roles per twelve months, so the winning move is to be selective and tailor: pick the two or three roles that fit your track and level, and make the fit obvious to the Workday parser and the recruiter before a human ever reads deeper.