Module 3B Managing Resources

• Individuals are responsible for managing their own performance, including time-keeping,
maintaining due diligence, following instructions and procedures, reporting periodically to
their supervisor, and escalating issues requiring someone else’s attention.
• Supervisors are responsible for managing the performance of their team members
individually and collectively. A typical performance management cycle comprises:
o Agreeing individual goals commensurate with role, responsibilities, ambitions,
and competencies, and aligned with team-level and organizational objectives.
o Providing time, tools, resources, training, and sufficient autonomy and
supervision as required.
o Monitoring performance.
o Providing feedback, both as encouragement and in highlighting areas requiring
remediation.
o Formally appraising performance according to a regular cycle and in consultation
with the individual, allowing them to account for their own performance.
o Recognizing achievements and allocating rewards according to policy.
o Identifying and creating opportunities for personal and professional development
and progression.
o Reporting the results of performance evaluation up the chain of command.
o Acting as an advocate for their team members, giving due credit for their
accomplishments.
o Agreeing goals for the next cycle.
Team leaders are responsible for achieving the goals assigned to their unit and for managing
the performance of individuals. This continues upwards to the highest levels of the entity with
ultimate accountability to stakeholders for fulfilling organizational purpose economically,
effectively, efficiently, ethically, and sustainably.
This process of performance management links with the concepts of managerial accountability
discussed in Module 2 and applies to internal audit functions as much as any other department.
Performance management is a natural part of risk management and internal control.
Organizational-level objectives need to be cascaded down to every level so that goals of
departments, teams, and individuals are all aligned. Decision-making and implementation of
controls are most effective when they are delegated to the lowest level of competence
necessary to enable managers to manage and leaders to lead. As goals are assigned, they
must be accompanied by responsibility, autonomy, and resources. This requires trust.
Supervision is part of the system of control but too much supervision and monitoring constitutes
micro-management, which is inefficient, intrusive, and often counter-productive. Individuals
resent excessive scrutiny since it communicates a lack of trust in their integrity and ability.
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