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Research · 13 min read

How to research an employer before an EA application

Move beyond values pages and identify the executive office, current priorities, operating risks and evidence the vacancy is asking for.

Written and reviewed by Kristy McLeodLast reviewed 24 September 2026Report a correction

01

Pass one: understand the mandate

Start with the official website, annual report, strategy and regulator or government context. Identify what the organisation exists to do, where it operates and which priorities are consuming leadership attention.

  • Purpose and business model
  • Australian footprint
  • Current strategy
  • Major programs or risks
  • Regulatory and stakeholder environment

02

Pass two: map the executive office

Identify the supported leader, their portfolio and the other executives around them. Use official leadership pages and public documents rather than assumptions from job titles.

A Chief People Officer in a hospital network may own workforce, culture, industrial relations and safety across thousands of employees. That predicts a different EA workload from a CPO in a 200-person technology company.

03

Pass three: interpret the vacancy

Highlight repeated verbs, named forums, application conditions and unusual responsibilities. These are signals of what the office struggles with or values most.

  • Who is supported
  • What decisions or forums recur
  • Where deadlines come from
  • What is unusually emphasised
  • What the advertisement does not explain

04

Pass four: select evidence

Choose examples only after the first three passes. Align your strongest evidence to the employer’s environment while being explicit about transferable experience where you have not worked in the sector before.

Working checklist

Put the guide into practice

Read official strategy

Read recent annual report

Map leadership team

Review historical vacancies

Identify three operating pressures

Prepare five interview questions

Sources and further reading

Continue from guidance to a practical decision.

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