Internal audit (IA) reporting may be the biggest challenge in the audit process next to scheduling the audit itself and implementing recommendations in today’s complex and competitive corporate environment. An audit report presents results of an examination or review within the organization and is considered by many to be the core deliverable of audit services. Therefore, the importance of good reporting cannot generally be exaggerated.
The first and simplest way to use the self-assessment process is to use it in determining your own internal audit function strategy and priorities. This is an excellent starting point, for numerous reasons:
Outsourcing has become a keystone of major business operations to the point that it’s almost a given that large companies will move certain expensive business processes and labor-intensive activities to a third-party. Is this always the best option?
Good process documentation doesn’t just describe how things work—it tells a story of an organization’s modus operandi (MO). As with any storytelling, it’s possible you might sit down to document your process and encounter writer’s block. There it is, the dreaded blank page taunting you as you struggle to decide how to get started.
Self-assessment is a process through which an organization utilizes its internal knowledge to identify and assess uncertainties and the extent to which current practices are sufficient and appropriate to manage and achieve strategic objectives. Self-assessment drives the "tone at the top" down to process owners.
Corporations today are thinking about how to protect assets. A few of the white collar crime problems include hacking/intrusions (cyber vulnerability), insider/outsider trading (convergence of cyber and financial crimes), the Foreign Corrupt Practices Act (FCPA), spear fishing (email compromise) and economic espionage. They must consider the possibility of internal corruption or external corruption, and environmental factors such as culture and competition contributing to these crimes. As protection, organizations can use cyber security, pen testing and data loss prevention tactics.
Internal audit has started the journey toward enabling analytics in audit processes, but there’s a long road ahead. The key findings from Protiviti’s 2017 Internal Audit Capabilities and Needs Survey explain why. In a digital world, now is the time for internal audit functions to embrace analytics. This is the most significant takeaway from this 2017 survey, the results of which show that chief audit executives (CAEs) and internal audit professionals increasingly are leveraging analytics in the audit process, as well as for a host of continuous auditing and monitoring activities.
We’re all aware of the differences in generations and their mentality in the workforce, but what are you doing to close the gap? As a leader, you may experience frustration toward younger direct reports due to a misaligned style of communication. How do you get the most out of your team while satisfying everyone’s needs? Ann Butera, popular KnowledgeLeader writer and President of The Whole Person Project, Inc., just released her latest article about how to take advantage of today’s five-generation workforce by bringing out the best in each.
Note: This blog post has been updated with a link to a Q&A PDF with 17 additional audience questions from the webinar and Ann's responses. Download the pdf at the link at the bottom of the post.
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