Interviews in the private sector vary from the well-planned assessment day, with group tasks and a panel interview, to a more hurried, informal chat with your potential line manager. Watch out for unpredictable factors that can influence the outcome.
Your interviewer might not be trained
Interviewing is often part of a manager's responsibilities, but they aren't always trained in techniques such as competency-based interviews, where questions about past behaviour in particular situations are used to predict how candidates would act if they were doing a particular job. Don't assume your interviewer has prepared thoughtful, probing questions that will elicit a compelling picture of your abilities and potential. Guide the interview if necessary, to ensure you effectively demonstrate your suitability.
Thorough research and preparation help you counteract even the most unprepared or untrained interviewer. Focus on the challenges of the role, and give examples showing that you have the skills and experience to succeed. Use a 'CAR' story-telling format (describing the challenge, your action and the result) and provide figures proving the impact you've made in similar situations. Weave in four or five of these relevant stories during the interview.
Be ready for standard questions such as asking about your strengths and weaknesses. Prepare specific examples of where you add value. In the live Q&A on Acing your Interview, Rowan Manahan said: "Do some work on what you excel at – what has made the difference in jobs/projects in the past? Build a list and then, when you have an interview coming up, start mapping your identifiable, provable skills against the interviewing company's needs. The subtext to the strengths question is: "What are you good at that's going to make life better right here, right now in this company?" The subtext to the weakness question is "Do you have self-knowledge? Now you have this awareness of a chink in your armour, what are you doing about it?"
Interviewing is a flawed science
The best person doesn't always get the job. Some candidates are better at presenting themselves, while interviewers are also prone to making errors of judgement, such as giving preference to candidates who are similar in background or personality, or taking the score from one aspect of a candidate's performance and applying it to all aspects.
Work this to your advantage. Pick up on any hints of shared experience, which move you from being an outsider to a known quantity. Listen attentively for what the interviewer wants from the ideal candidate. Address these concerns directly and reply succinctly, checking you've answered in sufficient detail.
Never underestimate the personality factor
In Job Interview Success, Be Your Own Coach, Jenny Rogers says that likeability, motivation and social skills are crucial. In addition to job-related competence, show you're easy to work with (or manage) and that you would fit in.
Give the interviewer a reason to like you. Be enthusiastic about the role and the company, and appear motivated about how you can contribute to its success.
Don't complain about your previous boss, avoid confrontation and be pleasant without being obsequious. Ask about the working culture to reinforce the impression you'd slot in easily.
It's hard to overturn a negative first impression
What you wear – too much aftershave or perfume, your posture or handshake – these seemingly trivial things count. Any hint that you're not the poised, polished professional can irreparably damage your chances.
If you show you've made an effort, you can score points. An experienced interviewer, Denise Taylor, said, "When you see a well-put-together outfit, you're drawn to the candidate. They still have to give effective answers, but you warm to them."
Get a trusted friend to give you a critique of your entrance into a room. Do you come across as assured, arrogant or apprehensive? Meeting people at formal and informal networking events can also help improve your social confidence.
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