Advice on Motivating the Internal Audit Staff given by IIA

A new report giving motivational strategies for staff in the internal audit and dealing with generational differences has been issued by the Institute of Internal Auditors Research Foundation. The report dubbed as ‘Great Ways of Motivating Staff’ is the new offering of IIARF’s series of the Common Body of Knowledge (CBOK). It offers five strategies for integrated performance management custom made for the profession and other ten action plans for staff motivation.

The CAEs most effective position in their internal audit departments is value addition and inspiring business improvement through maximizing contribution and productivity of colleagues of their internal audit. However, how do they set inspiring goals for auditors in delivering insightful matters? How is productivity boosted with relevant rewards? How are generational differences addressed?

The report offers useful insights on how audit leaders and other CAEs may improve their practices in motivating and evaluating internal auditors. You are going to learn about setting goals, talent retention, equipping the employees, treating success and performance assessment. The findings are based on the Global Internal Audit Practitioner Survey on the 2015 CBOK which is the biggest current survey of internal auditors across the globe.

 The research talks about the CBOK 2015 data collected in the Global Practitioners Survey in support of strategy execution and actionable items. For instance, such strategies as goal setting, performance assessment and talent retention are influenced by differences of generation among members of staff. CBOK data offers details concerning staffing generational levels and every generation’s plan for staying in the profession. It also offers detailed gender information, internal audit as a management training ground and measures used in gauging performances of internal audit.

The report came in effect earlier in the week in Brisbane at IIA conferences, Texas, Dallas and Australia.

‘In case internal auditors are to be real change agents, the leaders of internal audits should assist them in expanding capabilities, goal alignment with the entity’s goals and provision of suitable performance evaluations, recognitions and incentives’. Larry Harrington, IIA chairman said in a statement. The guidance and vital information offered by this report will assist us in accomplishing this.