Preparation and consistency are the keys to passing follow-up job interviews, writes Jim Bright.

Mark writes, "I have applied for a new role at my present workplace, where I have been for the past nine years. I have already had the first interview. At the end of the interview, I was informed that it would be going to two, possibly three, interviews before they make a decision on who they will offer the position to.

"Having done well in the first interview in front of a panel of three, what more can I do to shine in a second or even third interview? What sort of expectations should I have of the subsequent interviews and how can I distinguish myself from other candidates if the same panel is at all interviews? What direction is a subsequent interview likely to take?"

The first thing Mark should do is verify his assumption that the second and third interviews will solely involve the same panellists. This strikes me as odd. Unless they are suffering from some kind of collective attention deficit problem or are particularly slow on the uptake, simply calling Mark back in for more of the same seems pointless. More likely - and more in line with most second and third interviews - the process will be different.

Often in second interviews you are introduced to a wider range of executives, managers and potential colleagues. This can take the form of a series of separate meetings. Sometimes this involves being walked around the office or premises, or even driven to different sites, where you meet these people in their work environments. Alternatively, it can be more formal and involve a series of scheduled meetings in the same place with an ever-changing cast of staff doing the interviewing.

Often these second or third interviews can take much longer, perhaps a day or even two, with an overnight stop. This allows employers to watch while you interact with different colleagues and sometimes also with customers or clients.

If Mark's line of work involves any degree of wining and dining clients, he should be prepared for an interview over lunch, or at a cocktail party or dinner. Be very careful if food and drink are involved at any stage to be on your best behaviour - and go easy on the green chartreuse. This especially applies if your dinner or lunch appears to be simply hospitality and "downtime". It isn't. Big Brother is watching.

Second and third interviews can also involve some form of testing, exercises or other methods to ascertain your temperament and abilities. Most employers will inform you in advance if you'll be doing these sorts of things.

Mark should aim to be as consistent as possible between interviews. He may want to fill out and deepen the stories he has told in the first interview but he needs to avoid contradicting himself or acting or saying things that appear to undermine his answers in the first interview. The challenge (at least for some) is to maintain the same level of amiability and energy and keep the informed and motivated questions flowing.

If you are being given a tour, ask intelligent questions about what you are being shown. Do not initiate small talk or jokes but do respond to the interviewers or colleagues if they do. On that point, don't be caught out by the old trick of somebody telling you a joke that is clearly unacceptable in the workplace to see if you'll laugh. React neutrally to any of those.

Mark can prepare further by doing even more research on the company, by reviewing his answers and by thinking of what in his nine years of experience might become the focus of new questions.

He should also take the process very seriously and avoid giving any impression that he feels, as an internal candidate, he is entitled to the position.

Jim Bright is professor of career education and development at ACU and a partner at Bright and Associates, a career management consultancy. Send emails clearly marked "For publication" to brightside@jimbright.com