TIAPS ALB_Module 2B. Managing People

More documents

Recommendations

Info

<strong>2B</strong>.2 Talent Management Strategies “Audit team transformation” is described by The IIA as the concept of inspiring and motivating the right people to perform the right functions to support the vision of where the organization is going. It is being the department within the organization that high-performing fellow employees aspire to join because of its brand reputation. It is about transforming internal audit into a forward-looking agent of change for the benefit of all. 20 To goal of such a transformation – which encompasses all elements of talent management – is to deploy the talent of the internal audit function to the full. This is achieved by: • Understanding team members’ goals and fostering personal growth and development. • Throwing in a little fun. • Celebrating achievements such as meeting deadlines and successful implementations of recommendations. • Appraising failures as learning tools and acknowledging the courage to try something new. • Encouraging team members to engage with peers and technical experts in the industry, such as those driving change and innovation. 21 The first step is to develop a talent management strategy (as part of, or aligned with, the internal audit strategic plan). This is to ensure there is sufficient focus on safeguarding this most valuable asset. Figure: Talent Management Strategy 20 Global Knowledge Brief: Audit Team Transformation, The IIA, 2019. 21 Global Knowledge Brief: Audit Team Transformation, The IIA, 2019. 35
• Attract and recruit. The internal audit function may appoint team members on a temporary or permanent, part- or full-time basis, and from within the entity or externally. There are benefits from recruiting experienced managers into the audit function as long as appropriate safeguards are put in place to ensure objectivity. (<strong>Module</strong> 1 Audit and Assurance covers the importance of safeguarding independence and objectivity.) Auditors may be in-house or outsourced (secured via an agency for specific engagements). Sometimes, especially in local government, shared services are established through which multiple entities receive internal auditing. Among government departments or ministries, services are sometimes centralized. (For consideration of the relative benefits of resourcing models, refer to Global Knowledge Brief: Audit Team Transformation, The IIA, 2019.) • Onboard. New team members need to be onboarded (or inducted) to ensure they quickly become familiar with: the sector; the organization and its purpose, culture, goals, priorities, structure, and risks; the internal audit department and its strategy, audit plan, policies, and resources; and the requirements of the appointed role. This is likely to take many months and require focused support, becoming less intense as the individual acclimatizes. Managers should develop resources to support the onboarding processes and provide new team members with clear goals for the first few weeks and months. • Nurture and develop. Managers should work with their team members to identify personal and professional development needs and wishes and to establish a plan to achieve them. Training can be formal or informal, and completed on-the-job (while working) or off-the-job (away from performing normal duties). Managers can provide continuous coaching and mentoring. • Deploy, direct, and supervise. These managerial tasks aim for the best efficiency and effectiveness as you would for other resources with the additional responsibility for employee well-being. Deployment should be linked to nurturing and developing individuals. Methods such as job rotation (cyclical changes to roles and responsibilities), work shadowing (opportunities to observe others performing their roles), and secondments (temporary reassignment to a different position) are all beneficial to professional advancement as well as resource utilization when executed well. • Appraise. Performance evaluation requires a combination of agreeing and recording goals, monitoring and providing regular feedback and support, intervening and correcting course if necessary, and finally measuring success against original targets as well as situational factors that may have contributed to under- or overperformance. Managers must also address issues of under-performance and misconduct. It is important to follow formal processes very carefully and take advice from the HR function. • Recognize and reward. Fair and transparent tangible (e.g., awards, bonus, pay rise, and promotion) and intangible (e.g., privileges, status, and job satisfaction) benefits are an important part of reward, recognition, and motivation. • Promote. Promoting an individual to a position of greater complexity, responsibility, and/or reward is not just about recognition for good performance but also a means of making the most effective use of available resources. Not everyone wants advancement in this way and are content in their present position. Teams need 36
Page 1 and 2: 2B. Managing People 2B Learning Out
Page 3 and 4: • Manager has reduced time for le
Page 5: 2B.1: Reflection What characteristi
Page 9 and 10: 2B.3 Motivation A manager is respon
Page 11 and 12: • Motivational factors contribute
Page 13 and 14: communication, numeracy, IT, relati

TIAPS ALB_Module 2B. Managing People

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?