Internal auditing is a knowledge-based activity. Having the right people, with the right competencies, is the first and most important step in having a quality internal audit function. The Institute of Internal Auditors (IIA) has developed an Internal Auditor Competency Framework that describes the skills required by a practitioner to perform optimally. The framework divides competencies into “Performance”, “Environment” and “Leadership and Communication” and describes compet

The impact of COVID-19 has been felt by organisations across industries and continents. Imposed restrictions have forced many companies to adopt remote working arrangements. Although some organisations are gradually transitioning staff back to the office, it is expected that many teams will continue to work remotely, in some capacity, for the foreseeable future. The following 5 tips will help managers adapt their approach and maintain engaged and productive teams in a remote

Presentations can be a powerful way of communicating the results of an audit engagement. They can be used to highlight better practices, identify opportunities for improvement and garner buy-in for proposed management actions. However, there are several things to consider in delivering an effective presentation. Preparation Effective presentations begin with preparation. Kaye (2009)1 advises "There is only one good reason to give a presentation and that is to cause change. Yo

A self-assessment with independent validation (#SAIV) is one form of external assessment (#EQA) that involves part of the work being undertaken by the internal audit function. Typically, the internal audit function will assess its own efficiency, effectiveness, and conformance with standards and an independent assessor will then validate this. The SAIV approach was originally developed for smaller internal audit functions for whom a full external assessment may be cost-prohib

Some internal audit functions are using the disruption caused by COVID-19 to refocus their planned audit programs. In some cases, with the approval of the audit committee, Chief Audit Executives (CAEs) are using the time to improve their own internal processes and systems rather than continuing with planned audits. One CAE at a federal government agency, says “COVID-19 has presented significant challenges to us as an organisation, and we have re-focused our agency’s activitie

Internal auditors rely on their reputation to influence positive change within organisations. They must be seen as credible, trustworthy and strategic. Unless internal audit has a reputation for quality it is unlikely to garner the support and respect needed for its role as a critical friend to senior management. Chief audit executives are responsible for internal audit quality and should develop a quality assurance and improvement program to meet management and audit committ