Job interviews can feel stressful. Whether it’s your first ever interview or your hundredth, a certain level of nerves is completely normal. The good news? With the right preparation, you can turn that nervous energy into confidence.

If you want to walk into your interview feeling calm, confident and in control, the tips below can give you a real advantage. Interestingly, many of them start well before the interview itself.

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1. Start with your CV: make it crystal clear

Everything begins with a strong CV.

If you’re an experienced professional looking for a new opportunity, make sure you’re using the correct, up-to-date terminology for your degree. What was once referred to as a “graduate degree” might now officially be called a “bachelor’s degree.” Using outdated terms can easily create confusion.

Why is this important?

Some hiring managers place a lot of emphasis on formal qualifications. If your degree title doesn’t match what they expect, your CV could (unfairly) end up being overlooked. Clear and modern wording helps avoid misunderstandings and ensures you’re judged fairly.

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2. Go beyond basic preparation

Checking the company’s website and LinkedIn page? That’s a great start.

But if you really want to stand out, take it a step further. For example, review the company’s financial statements.

This can give you valuable insights, such as:

• Who are the directors or board members?
• What do the revenue and profit figures look like?
• How many employees does the company have?

That last point can be particularly telling. If a company shows consistently high staff turnover over time, it might raise some questions, especially if stability matters to you.

Preparation isn’t just about memorizing information; it’s about understanding the bigger picture.

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3. Learn from the person across the table

Whether you’re speaking with someone from HR or your potential future manager, there’s usually an interesting story behind their career path.

Ask how they came to join the company. What attracted them? What challenges did they encounter? What would they do differently if they were starting again today?

Not only does this create a more engaging conversation, it also gives you genuine insight into the company culture, the positives, and sometimes the less glamorous aspects too.

4. Prepare for the role itself, not just the interview‍

Many candidates focus on “what am I going to say?” but forget to prepare on a deeper, content level.

Think about:

• How your experience aligns with the role
• Which problems you can solve in practical terms
• Where your added value lies in measurable results

For an accountant, for example, this could include:
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• experience with closing processes
• process optimization
• audit preparation

Concrete and measurable always works better than general statements.

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5. Know your contact person’s name and role

It might sound obvious, but very few things are more awkward than getting someone’s name wrong.

Before your interview, make sure you know exactly who you’ll be speaking with and what their role is within the company. It demonstrates professionalism, respect and attention to detail.

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6. Trust takes time to build and seconds to lose

You want to leave the interview with a positive feeling on both sides, and with your interviewer confident that you are reliable and trustworthy.

One of the best ways to achieve this is by being open about any doubts or questions you may have about the role. Addressing them honestly often allows solutions to be discussed right away.

Don’t focus on trying to impress. Focus on building trust.

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7. Companies hire people, not just CVs

Of course, you want to present the best version of yourself. But remember: you’re already interesting as you are.

Highlight your skills and knowledge, but don’t be afraid to share your passions and interests too. You might find unexpected common ground with your interviewer.

Just one small tip: it’s usually best to avoid sensitive topics like politics or religion.

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8. Don’t be afraid to say “I don’t know”

One of my university professors once said: “I’m interested in what you know, not in what you don’t know.”

In other words, answer questions as well as you can, but don’t try to dodge them or talk your way around them. Sometimes it’s more honest and more impressive to admit when you don’t know something.

What really matters is how you respond afterward. Show that you’re willing to learn and improve. Curiosity and honesty often leave a stronger impression than a perfectly rehearsed answer.

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In closing

There are, of course, many more tips and tricks to help you prepare for an interview.

Need extra guidance? Feel free to reach out to us at apply@austinbright.com.

And if you have a great tip of your own, let us know, it might even be featured in one of our future articles.

Good luck! 🍀

Many SMEs assume that talent development is something reserved for large companies with dedicated HR teams and big budgets.

But that’s not really the case, smaller organisations often have a real advantage. They are closer to their people, more flexible, and able to move faster. The challenge is that this potential doesn’t always get used intentionally.

In a tight labour market, one question becomes increasingly important: how do you make sure your people stay and keep growing?

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Mentorship doesn’t need to be a “programme”

When people hear “mentorship”, they often think of formal structures, tools, and complex frameworks.

In reality, in many SMEs it already exists, just not always in a conscious or structured way.

It can be as simple as an experienced employee taking time to guide a colleague, having regular conversations about projects and challenges, or thinking together about the next step in a role.

What often happens is that these moments stay informal and unspoken. And because of that, a lot of their impact gets lost.

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Where the real impact lies

For employees, growth is rarely about job titles alone. It’s more about understanding where they’re heading, feeling that they are progressing, and having someone who supports them along the way.

For organisations, this shows up quite quickly in practice: lower turnover, faster development of people, and less pressure to hire externally every time a role opens up.

In other words, you simply get more out of the people who are already there.

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“We don’t have career paths here”, or do you?

A common reaction in SMEs is:
“We don’t really have career paths.”

But more often than not, that’s not entirely true.

Growth just looks different than in larger organisations. It’s less about moving up a ladder and more about evolving within a role.

That might mean taking on additional responsibilities, building expertise, leading projects, or gradually shaping a broader position.

The issue is that these opportunities are rarely made explicit. And when people don’t see what’s possible, they quickly assume there’s nothing there.

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Small actions, big impact

You don’t need a complex HR strategy to get started. What tends to work best is keeping things simple and consistent.

Start by making growth part of everyday conversations. Ask people where they want to go and what they’d like to learn, you’ll often get clearer answers than expected.

Be a bit more intentional in how you connect people. Think about who can genuinely help someone move forward, instead of leaving it to chance.

Also, don’t underestimate the impact of recognising progress. Even small steps matter when they’re acknowledged.

And finally, create some rhythm. A short monthly check-in often does more than a single annual review.

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Why this matters now

In many SMEs, people don’t leave because they want to.

They leave because they feel like they’re standing still.

And that’s where a lot of potential gets lost, because in most cases, the solution is already inside the organisation.

A bit more structure, attention and guidance can make the difference between someone leaving and someone growing into a stronger role.

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Conclusion

Mentorship and internal growth don’t have to be complex HR concepts.

For SMEs, they’re practical and accessible ways to build stronger, more resilient teams.

You don’t need a large budget to make it work. What makes the real difference is being intentional about how you support your people.

Because in the end, it’s quite simple:
companies that invest in their people’s growth tend to grow faster themselves.

Accounting firms and SMEs operate under constant pressure. VAT filings, month-end and year-end closings, audits, and financial reporting leave little room for error. At the same time, attracting and retaining strong finance professionals remains a challenge.

Yet onboarding is still too often treated as an administrative formality. In reality, it is a strategic tool with a direct impact on productivity, quality, and retention.

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Retaining talent and accelerating productivity

When a new employee leaves prematurely, the cost goes far beyond salary alone. Consider:

• Recruitment or hiring fees
• Salary paid during the onboarding period
• Time invested by partners, managers, and colleagues
• Knowledge transfer that is lost
• Disruption in client continuity

For accounting firms and SMEs, this impact is particularly significant. Teams are often smaller, which means every new hire is expected to contribute operationally from an early stage.

A well-structured onboarding process enables new employees to:

• Manage client files independently more quickly
• Make fewer errors in reporting and tax filings
• Feel integrated and engaged with the team sooner

When onboarding is approached as a strategic, rather than administrative, instrument, firm owners and business leaders can maximise the impact of every new hire.

An important mindset to adopt: investing early saves time later.
The time you deliberately dedicate during the first weeks prevents months of corrections, misunderstandings, and avoidable frustration.

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Embedding compliance, quality, and best practices

Accountancy and finance are built on precision. Regulations evolve, internal processes vary between firms, and best practices are not automatically obvious to someone who is new.

Make nothing implicit.

Clearly explain:

• Which software is used and why
• How client files are structured
• Which internal controls are critical
• What expectations exist around deadlines and communication
• What the firm’s mission and values represent

Do not assume that new hires will “figure it out.” What feels self-evident to you may not be obvious to them.

A strong onboarding framework documents processes, rules, and workflows. It makes knowledge accessible and prevents essential expertise from remaining solely in the minds of senior team members.

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Managing workload and normalising questions

Peak periods are inherent to the profession. For someone just starting, they can feel overwhelming.

It is therefore essential to:

• Clearly communicate from day one what busy periods look like
• Explain where support can be found
• Lower the threshold for asking questions as much as possible

Explicitly state that questions are expected. Reinforce that making mistakes is acceptable as long as communication remains transparent. And do not wait too long to check how things are going.

Schedule short, frequent check-ins during the first weeks. These conversations should not only focus on technical matters, but also on workload, clarity of expectations, and collaboration within the team.

It is equally valuable to involve your existing employees.

What would they have liked to see done differently during their own onboarding? Where did they struggle? Their feedback provides practical insights to continuously improve your approach.

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Integrating digitalisation from day one

Many accounting firms and SMEs rely on multiple tools: accounting software, reporting platforms, digital file management systems, e-invoicing solutions, and internal communication tools.

Make sure that:
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• All tools are ready and operational on the first day
• Access rights are correctly configured
• Core workflows are clearly explained

A new hire who lacks system access on day one starts with frustration and delay.

Combine theory with practice: allow shadowing, provide short tutorials, and work with real client examples. This ensures digital tools are used correctly from the start and significantly improves efficiency.

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Practical guidelines for a strong onboarding process

• ‍Develop a structured plan for the first 3 to 6 months‍

Define clear objectives, training milestones, and expectations. What should someone master after month one? When should they be able to independently manage a file?

• ‍Ensure everything is ready on day one‍

Laptop, software, logins, access to files, and documentation.

• ‍Set expectations explicitly‍

Clarify standards around quality, deadlines, communication, and accountability.

• ‍Check in frequently‍

Do not wait for formal evaluation moments. Short, regular conversations make it easier to adjust early.

• ‍Keep asking your new employee questions‍

What remains unclear? Where do they feel uncertain? What could be improved? Onboarding is not a one-way process.

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Onboarding is an investment, not a cost

For accounting firms and SMEs, every hire is strategic. Strong onboarding enables new employees to create value more quickly, reduce errors, and stay longer.

Those who deliberately invest in the first months build stability, quality, and sustainable growth.

In a competitive market, that is the difference between constantly putting out fires and building a team that truly moves forward.