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.
The KnowledgeLeader team recently added two risk and control matrices (RCMs) to its tool repository. These RCMs focus on IT-oriented risks and controls.
Occasionally I hear from people who have downloaded documents from the internet and then can’t open them. When this occurs on KnowledgeLeader, the first, easiest step is to download the document again and select “Save as” rather than “Save” or “Open” in the download dialogue box. This is the download dialogue box from Internet Explorer 11:
Internal audit performs a risk assessment to identify and prioritize key risks to best allocate the internal audit resources for the next year. This risk-based approach is focused on surveys/interviews of a cross-section of management personnel to solicit input from the potential customers of an internal audit function. The output from the surveys and interviews can be used to develop an audit plan that creates broad coverage through a blend of internal audits, control self-assessment and targeted external audit coverage.
Occasionally we get asked if we have any information about starting a new internal audit department or information for starting auditors. I’m happy to say we have this information in a handy booklet along with a lot of other great information.
It may not be explicit in your job description, but in order to be a high-performing auditor, you have to be able to deliver messages in a clear and compelling manner. From kick-off meetings and status reports to internal training sessions, executive committee reports and even ordinary staff meetings, auditors are often required to communicate with tact, diplomacy and conviction.
The internal audit function’s position within a company is unique. It provides its principal stakeholders (audit committee members and management) valuable and objective assurance on governance, risk management and control processes, as well as consulting services to improve operations. With this critical responsibility to fulfill, implicit in executing those duties is internal audit’s continuous improvement to its own practices.
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