Motivating Internal Audit Staff 2016 RIAS Presentation .pdf



Nom original: Motivating Internal Audit Staff_ 2016 RIAS Presentation.pdf
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MOTIVATING INTERNAL AUDIT
STAFF

RIAS Conference
September 9, 2016

STAFF MOTIVATION AND INTERNAL AUDIT PERFORMANCE

IAD
Mission & Vision

MOTIVATION
Staff are the foundational human
capital and the most important
asset in the IA practice.
Motivated Staff go the extra mile
and bring additional value.
To raise the bar of IA practice, high
morale of staff is essential.

However, the reality is….
2

We hear staff saying..
“The Internal Audit Department (IAD) is the dead end of career in the organization.”
“ I can stay in IAD until retirement without going the extra mile.”
“There are no other career opportunities for auditors within WBG.”
“Management does not appreciate internal audit. They do not know our value.”



“We do not get promoted.”

We are not rewarded. We are not happy.



The World Bank Internal Audit was no different in this regard.

3

IAD STAFF SURVEY RESULTS IN 2015

The 2015 Staff Engagement showed:

26%

I understand what need to do to develop my career at the WBG.

57%

I have a clear understanding of my unit’s overall goals.

52%

I am motivated to contribute more than what is expected of me in my work.

57%

I have clear, measureable work objectives.

30%

I have the opportunity for personal development and growth in the World Bank Group.

22%

The WBG provides sufficient opportunities for career advancement.

4

IAD’S MANAGEMENT ACTION PLANS

Action 01

Action 02

Action 03

Action 04

Action 05

Discuss IAD’s
objective and strategy
and help staff
internalize them.

Increase staff’s
exposure to strategic
discussion with
clients.

Task staff to design
solutions and new
frameworks.

Implement a pooled
staffing approach and
crossover
assignments.

Increase one-on-one
career conversations.

Action 06

Action 07

Action 08

Action 09

Action 10

Create job
enrichment
opportunities outside
engagements.

Improve the learning
program.

Increase recognitions
and rewards.

Increase two way
conversations
between staff and
management.

Encourage informed
risk taking. Do not
blame failures.

5

STAFF POOLING AND CROSSOVER ASSIGNMENTS
IAD’s Organizational Structure
Vice President and Auditor General

Director
Strategy and Operations

Professional Practices

Front Office
Resources

IAD’s Pooling Model
and How It Works

Information Technology
& Data Analytics

Development
Operations

Corporate Processes &
Strategic Initiatives

IT, DO, and CP Delivery Resources
(including co-sourcing support)

Data
Analytics
Resources
6

SIGNS OF POSITIVE CHANGE
​We have observed many improvements on
engaging and motivating staff to grow
professionally.
​Staff are more interested in taking developmental assignment in
other units or other organizations.
​Staff who took developmental assignments found new
opportunities there.
​Staff are moving to take leadership positions in other
organizations.
​O ther business units are sending staff to IAD for their career
growth.
​Staff enjoy external job enrichment activities.
​Staff became more proactive.
​New ideas are coming from staff.

7

STAFF SURVEY RESULTS IN 2015-2016

​74%

​68%
Staff Engagement Index
​2015

​2016
​I have a clear understanding of my
unit’s overall goals.

57%
52%

​I am motivated to contribute more than
what is expected of me in my work.

57%

100%
62%
77%

​I have a clear, measurable work
objectives.

30%
26%
22%

​I have the opportunity for personal
development and growth in the WBG.

58%

​I understand what I need to do to
develop my career at the WBG.

54%

​The WBG provides sufficient
opportunities for career enrichment.

48%

8

CHALLENGES STILL CONTINUE…

​Some staff see recent staff
departures negatively while others
think they are a healthy turn over.

​Junior staff feel that they are still
boxed in, and their true competency
is not understood by management.

​In the past, a lack of staff mobility
was a source of staff’s concerns.
Recently, a high turn over is a
source of staff’s anxiety.

​Matching staff career expectations
with evolving roles of internal
auditors is a challenge.

​New blood has brought dynamism
and fresh perspectives to the
function, but some staff see this as
management not giving existing
staff promotion opportunities.
9

IAD’S STAFFING STRATEGY
To build rich human capital with diverse background and perspectives

To incubate leadership for IAD, WBG and the internal audit
community

2016

Staffing
Strategy

To match the staff skill mix with IAD’s business needs to
deliver high quality results

To maintain the flexibility to respond to dynamic
needs of clients
ü By increasing the breath of individual staff members
through cross-IAD work programs.
ü By using co-sourcing resources for highly specialized
skills and contingency.

To promote internal (within IAD) and external
mobility of staff for knowledge sharing and
career growth




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