Seven crucial interview tips that you will actually use

Felicity Evans • February 18, 2015

You’ve impressed with your CV, and the next step is getting in front of your potential employer and convincing them that you are their dream candidate. These interview tips will help to ensure that nerves, inexperience or shyness WON’T ruin the one opportunity you have to shine…

Don’t gabble to fill a silence

Whether your interviewer is shuffling vaguely through papers and looking for her glasses, or deliberately and fiendishly testing your nerve with a drawn-out pause, don’t feel under pressure to talk if you have nothing constructive to say. Maintaining a silence after one’s subject has finished speaking is a well-used interview technique, particularly by journalists to encourage ‘over-sharing’ and, potentially, the spilling of gossip. Don’t be that over-sharer. Especially not in a job interview.

Don’t feel you have to answer straight away

Many interviewers throw the odd curveball question to test the way you respond to the unexpected or to assess your problem-solving skills, but sometimes, when nerves are getting the better of you, even a simple enquiry such as: ‘So, tea or coffee?’ can send you into a tailspin. If the answer is straightforward but your mind has gone blank, simply readjusting yourself in your chair and taking a deep breath can give you the chance to pull your thoughts together and say: ‘White, five sugars, please’. If the question is more complex, then it’s absolutely fine to say: ‘Let me take a moment to think about that’. Employers will appreciate that you want give the query due and proper consideration, rather than replying with the first thing that pops into your head.

Don’t even attempt to fudge aspects of your CV. In other words: don’t fib

If, like many people, you have gaps in your CV due to unemployment or illness, don’t try to hide it. Likewise, if you had a job where you frequently did work at a higher level, don’t fib and say you were a ‘manager’ or an ‘officer’ if you were only, on paper, an assistant. Research and reference checking on the part of your prospective employer can and will reveal any economy with the truth.

However, you can turn these seeming disadvantages around, possibly making them a highlight of the interview. If you were out of work for six months but started cooking meals for elderly or infirm people living on your street, that’s far more positive than bodged dates. And if your frequent successful undertaking of tasks above your pay-grade made you the star of your department, now is the time to share that information!

Don’t assume a crushing handshake makes you seem confidant

So many people are afraid of giving a limp handshake (AKA the sock in a teacup) that they go too far the other way and grip as though trying to crack walnuts. This is as bad as not gripping firmly enough: research has shown that it almost always sends out negative signals, implying a bullying or aggressive nature.

Don’t wear clothes you haven’t meticulously prepared beforehand

I can’t stress this enough, and not just because it’s important to look smart and pulled-together during your interview. If you don’t feel you look your best because your suit has a stain or your one pair of decent tights is laddered, then it will affect how you perform, leading to increased nerves and diminished confidence.

For many people, knowing that their outfit is knock-out smart is part and parcel of feeling calm and in control. For those who normally only wear their good clothes for funerals, preparing what to wear can seem daunting. If you haven’t worn it in a while, make sure that what you intend to wear actually still fits – and not the night before when, if it doesn’t, you haven’t got the opportunity to source an alternative. Obviously, your clothes should be spotless, but also pay attention to details such as shoes, cuffs and hemlines, as well as personal details such as nails and hair.

Finally, remember: how you present yourself isn’t just about professionalism, it can also be an outward signal of how you’ve ‘judged’ the company, and whether you’ve judged them right. Is it an extremely formal environment, where a suit and tie is always required? Or is it more laid back, perhaps creative, where smart separates and dashes of flair are the order of the day?

Don’t make it all about you

In trying to convey just how much of an asset you could be, don’t go overboard and come across as conceited. Employers don’t just seek accomplishment and experience in a candidate, they want someone they can get along with, too. Make sure you express genuine interest in, knowledge of and regard for the company – and not just as a stepping stone in your personal plan for world domination.

Don’t forget body language

Whilst verbally dazzling the panel with your intelligence and insight, be aware that you’re sending out subliminal signals, too. Crossing your arms, fiddling with your hair, slouching and fidgeting can all make you look awkward or defensive, so even though your interviewers might be impressed by what you’re saying, the picture they’re receiving is of someone who could be difficult to manage or who will have trouble fitting into a team. Sitting up straight and keeping your hands relaxed in your lap is a good starting position, but remember that you don’t have to keep completely still, as that in turn could look odd (especially when you’re trying to describe the size of the fish you looked after in your previous job at an aquarium).

By Mark Burton July 14, 2026
Learn how to track temporary worker attendance with live site data, clear escalation and compliance checks to protect output, labour cost and continuity.
By Karl Montgomery July 13, 2026
Learn how to reduce agency no shows with booking controls, site readiness, live attendance data and fast recovery planning for every shift reliably.
July 12, 2026
Permanent staffing for warehouses brings continuity, safer shifts and stronger output. Learn how to plan, recruit and retain a dependable core team at scale.
By Mark Burton July 11, 2026
A production line does not slow down because a labour plan looked sensible on Monday. It slows because six trained operatives do not arrive for the night shift, a replacement has not completed site induction, and nobody can say with confidence who is actually on site. Contract recruitment for manufacturers should prevent that chain of events, not merely respond once output is already at risk. For manufacturers operating shift patterns, seasonal peaks, new product launches or fluctuating customer demand, contingent labour is a core operational input. The quality of that labour model affects throughput, waste, overtime, health and safety exposure, audit readiness and customer service. The right contract workforce partner provides people, certainly, but also the control needed to deploy them safely and reliably. Why contract recruitment for manufacturers is an operational issue Manufacturing sites often treat labour supply as a purchasing decision until disruption reveals its wider consequences. A shortfall on a packing line can leave machinery underused, supervisors diverted from their roles and permanent employees covering unfamiliar tasks. If the gap continues, quality checks may be rushed, agency spend can escalate and delivery performance suffers. The issue is not simply how many workers are booked. It is whether the planned workforce has the right skills, permissions, training status and shift availability to carry out the work required. A site may appear fully covered on a spreadsheet while still being unable to run a particular line because certified machine operators or food-production-trained staff are missing. This is why a contract recruitment model needs to connect workforce planning with live operational reality. The manufacturer should be able to see the difference between requested headcount, confirmed bookings, actual attendance and productive deployment. Each measure answers a different question, and confusing them creates false confidence. The risks of a supply-only approach A supplier that measures success only by filling vacancies can mask significant risk. Sending a replacement quickly is useful, but it is not enough if their Right to Work evidence is incomplete, their training record cannot be verified or they have not been briefed on the relevant task and site rules. The most common weaknesses tend to sit between teams and systems. Operations has the latest production forecast, HR holds some compliance records, supervisors track attendance manually, and the staffing provider manages worker availability separately. When no one has a single live view, decisions are based on partial information. That fragmentation creates four recurring problems: No-shows are discovered at the start of the shift, leaving too little time to recover labour. Compliance checks are completed inconsistently or stored in places that are difficult to audit. Workers are moved between departments without a clear view of their training and authorisation. Labour costs rise through emergency bookings, overtime and unplanned use of higher-cost skills. There is also a leadership risk. When a production issue occurs, directors need a clear account of planned versus actual labour, actions taken and the impact on output. Manual attendance sheets and disconnected email trails make that explanation slower and less reliable than it should be. Start with demand, not last-minute requests Reliable contract staffing begins with a demand plan that is specific enough to be acted on. “Twenty operators next week” is not a workforce plan. A usable request identifies the shift times, department, task, required competencies, expected duration, supervisor, induction requirements and any known demand changes. For example, a food manufacturer preparing for a retailer promotion may need additional packing operatives over four weeks. The forecast should distinguish between general packing labour, trained quality assistants, hygiene operatives and line leaders. It should also identify the days when volume will peak, rather than assuming the same requirement across every shift. A good workforce partner challenges vague requests early. This is not unnecessary administration. It reduces the chance of deploying people who are suitable in general but unsuitable for the work that needs doing that day. Build a rolling labour forecast A rolling forecast of at least four to six weeks gives suppliers time to build availability, schedule onboarding and identify likely pressure points. It does not need to be perfect. Manufacturing demand changes, orders move and absences happen. The value comes from making the expected position visible before it becomes urgent. Review the forecast at a regular operational meeting and compare it with actual attendance, attrition, overtime and output. If a specific shift repeatedly requires agency cover at short notice, that is a planning signal. The root cause may be a roster issue, a difficult travel pattern, insufficient trained workers or inaccurate volume assumptions. Define what “ready to work” means on your site Compliance and readiness should not be treated as the same thing, although both are essential. Right to Work checks, identity verification and contractual documentation establish whether a worker can be supplied lawfully. Readiness establishes whether they can perform a particular task safely and effectively. For manufacturing operations, readiness may include site induction, food hygiene awareness, manual handling, allergen controls, machine-specific training, PPE requirements, safe systems of work and department authorisation. The exact requirements depend on the site, product and role, but the standard must be clear before the worker is booked. A practical control is to create a role-and-skill matrix. Each role has defined mandatory checks and training, each worker has an evidenced status, and supervisors can see who is cleared for which areas. This avoids the all-too-common situation in which an available person arrives on site but cannot be placed where the constraint exists. Digital workforce platforms make this easier to manage at scale. Deploy Mint, for example, brings booking data, attendance, compliance, Right to Work and training status into one operational view. That gives site teams a faster way to identify deployable workers, spot expiring requirements and evidence controls during an audit. Measure attendance as a leading indicator Attendance is often reported as an end-of-week percentage. For a shift-based manufacturer, that is too late to protect the operation. The useful question is whether the planned workforce is likely to arrive, and how quickly any gap can be recovered. Pre-shift confirmations , live check-in data and escalation rules give managers time to act. If an operative has not confirmed a night shift, the supplier can contact a standby worker before the line is due to start. If someone checks in late, the supervisor can decide whether to reallocate work, delay a changeover or request further cover. Track attendance by shift, department, assignment length and worker cohort. A single site-wide figure can hide patterns. Monday nights may have a transport issue; a particular department may have a poor induction experience; workers on long assignments may have stronger reliability than one-day bookings. The point is not to penalise people based on data. It is to identify operational causes and improve the plan. Agree a recovery process before disruption happens Every manufacturer experiences absence, late demand changes and occasional spikes in turnover. The difference between a controlled operation and a chaotic one is the recovery process. Agree who can request additional labour, who approves changes, how quickly the staffing partner must acknowledge a request, and what alternatives are available if the original requirement cannot be met. Those alternatives might include moving appropriately trained workers between approved areas, activating a vetted standby pool, adjusting shift start times or prioritising the line with the greatest customer impact. Recovery should also have a clear communication route. Supervisors need concise, real-time information, not repeated calls chasing an update. Operations leaders need to know the expected shortfall, actions underway and the likely effect on output. A workforce partner should own that communication through to resolution. Use performance reviews to improve the model A monthly supplier review should go beyond fill rate. Fill rate matters, but it can look healthy while early attrition, timekeeping, compliance exceptions or overtime remain high. Review a balanced set of measures: request-to-fill time, confirmation rate, attendance rate, time to replace a no-show, compliance completion before shift start, assignment retention and unplanned labour cost. Then connect those figures to production realities. If absence improved but labour cost rose, was overtime reduced elsewhere? If replacement speed fell, did the forecast arrive later than usual? Performance data is useful only when both parties use it to make better operational decisions. For manufacturers across Peterborough and the surrounding region, local labour availability, transport routes and competing shift patterns can materially affect workforce reliability. A partner with operational knowledge of the local market can factor those conditions into workforce plans rather than discovering them when cover is already required. Contract labour works best when it is treated as a visible, planned and controlled part of production capacity. Give your teams a clear view of demand, readiness, attendance and recovery, and temporary staffing becomes less of a daily uncertainty and more of a dependable operational lever.
July 10, 2026
Temporary staffing for shift work only works with control, compliance and fast recovery. Learn how to reduce gaps, no-shows and labour risk.
Control room monitoring construction site with workers, glowing dashboards, and tablet screens at night
By Mark Burton July 9, 2026
Ensure operational continuity with reliable labour cover. Contact us for tailored recruitment solutions today!
Workers reviewing security monitors in a dim control room, with live camera feeds on screens
By Mark Burton July 9, 2026
Learn how Recruit Mint Ltd enhances workforce control with tech-driven staffing solutions. Contact us for tailored recruitment support.
July 9, 2026
Commercial office support recruitment works best when it improves visibility, compliance and continuity - not just speed to fill vacancies.
July 8, 2026
Technical and quality recruitment helps employers reduce downtime, improve compliance and build dependable shift cover in high-pressure operations.
July 7, 2026
Engineering and maintenance recruitment needs more than speed. Improve uptime, compliance and workforce visibility with a stronger hiring model.
Show More