7 Job Interview Mistakes to Avoid (and What to Do Instead)

You've made it through the application process and landed an interview. Now the employer isn't just looking at what's on your CV. They're working out how you communicate, how you think and whether they can see you succeeding in the role.

Australian Government research supports this. Jobs and Skills Australia found that while employers focus heavily on skills, experience and qualifications when reviewing applications, their attention at interview often shifts towards a candidate's approach and attitude to work, cultural fit, communication skills and personal values.

So, what can derail an otherwise strong interview?

Here are seven common job interview mistakes - and what to do instead.

1. Turning up underprepared

This is probably the most avoidable interview mistake.

Before the interview, understand what the organisation does, the role you're applying for and why your experience is relevant.

And go further than the company's About page.

Look at recent company news and LinkedIn activity. Understand its products or services, competitors and current challenges. If appropriate, research the people interviewing you too.

Then go back through the job description and identify examples from your experience that demonstrate the capabilities they're looking for.

At BLACKROC, we generally recommend preparing three to five examples using the STAR method that cover areas such as problem-solving, teamwork, leadership and overcoming challenges.

Preparation shouldn't mean memorising a script. You want to know your material well enough to have a natural conversation about it.

Need a more detailed preparation checklist? Read our Ace Your Next Interview guide in the Career Resource Hub.

2. Answering a different question to the one asked

It sounds obvious, but listening is an underrated interview skill.

Nerves can make candidates start constructing an answer before the interviewer has even finished the question. The result? A long response that doesn't quite answer what was asked.

Take a second to think. If you're unsure, clarify the question before answering.

For behavioural questions, use the STAR method: Situation, Task, Action, Result.

Keep the situation and task relatively brief. Spend more time explaining the action you took and finish with the result, using metrics where they're meaningful.

Clear beats complicated.

3. Speaking negatively about a previous employer

You may have perfectly legitimate reasons for leaving a role.

A difficult manager. Poor culture. Restructure. Lack of progression. A project that went spectacularly sideways.

An interview still isn't the place to unload it all.

A rule we regularly give candidates is simple:

You can be truthful about why you're leaving without turning the answer into a critique of your current or previous employer.

Talk about the opportunity you're looking for - greater responsibility, different challenges, career progression, a new environment or work that's better aligned with where you want your career to go.

4. Bluffing when you don't know the answer

This is particularly relevant in technology interviews.

If you don't know the answer to a technical question, don't try to bluff your way through it. Experienced interviewers will usually know.

Instead, explain what you do know. Talk through your thought process, clarify assumptions and explain how you'd approach finding the answer.

"I don't know, but here's how I'd work it out" can be a far stronger answer than confidently making something up.

The same applies to your experience.

If you say you "transformed" a function, "led" a major program or "significantly improved" performance, expect the interviewer to dig deeper.

What did you actually do? What changed? How did you measure it?

Specific evidence beats impressive-sounding adjectives.

5. Rambling - or trying to fill every silence

More words don't necessarily make a better answer.

One of the most common interview mistakes is giving so much context that the actual answer gets lost somewhere in the middle.

There's also a reason many organisations use structured interviews, where candidates are assessed against predetermined questions and criteria. Research has found structured approaches can produce more consistent and fairer hiring decisions than completely unstructured conversations.

For candidates, there's a useful lesson in that: make it easy for the interviewer to identify the evidence they're looking for.

Answer the question. Give the relevant example. Explain the result.

Then stop.

A few seconds of silence while someone takes notes is not an emergency.

6. Giving generic answers instead of evidence

"I'm a hard worker."

"I'm passionate about technology."

"I'm a great communicator."

Maybe. But an interviewer can't do much with that.

The strongest candidates provide evidence.

If collaboration is important, describe a situation where you brought technical and non-technical stakeholders together.

If you're interviewing for a leadership position, talk about a real situation where you influenced a decision, led a project, mentored someone or took responsibility for an outcome. You don't necessarily need a management title to demonstrate leadership.

And wherever possible, quantify the outcome.

Performance improvements, time saved, costs reduced, users affected, revenue generated or delivery timeframes can make your contribution much more tangible.

Show them. Don't just tell them.

7. Having no questions for the interviewer

When someone asks, "Do you have any questions for us?", don't waste the opportunity.

Thoughtful questions demonstrate curiosity, but they're also your opportunity to assess the role.

Try asking:

• What would success look like in the first 90 days?
• What are the biggest challenges facing the team right now?
• How does this role contribute to the organisation's broader goals?
• What would distinguish someone who performs well in this role from someone who is exceptional?
• What are the team's priorities over the next 12 months?

Avoid asking questions you could have answered with five minutes on the company website.

An interview is a two-way assessment. You're allowed to work out whether they're right for you too.

The best interviews feel like conversations

You don't need a flawless performance.

Good interviewing is about being prepared, listening carefully, giving relevant evidence and helping the interviewer understand how your experience connects to what they need.

And remember: landing an interview means something has already worked. Your experience has given the employer a reason to want to know more.

Now your job is to make the connection clear.