Institute of Internal Auditors – Calgary Internal Audit (IA) People Transformation 21 March 2012
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Institute of Internal Auditors – Calgary Internal Audit (IA) People Transformation 21 March 2012
Page 2
What is People Transformation?
Purpose and
mandate
Talent Management
Branding and Stakeholder Management
Team Effectiveness
Tools and technology
Operations
Methodology
Knowledge management
Quality
Infrastructure & Operations
People
Governance
Branding and Stakeholder Management
• Relationship building
• Stakeholder management
• Internal branding and promotions
Talent Management
• Learning and development
• Competency management
• Career development
• Job rotations
• Performance management
• Recruitment and onboarding
• Reward and recognition
Team Effectiveness
• Organizational structure and operating model
• Roles and responsibilities
Major components of an effective Internal Audit (IA) function
Page 3
People Transformation is more successful as part of an overall transformation
Infr
ast
ructu
re
& O
pe
rati
on
s
Quality
Team
Effectiveness
Talent
Management
Methodology
Tools and
Technology
Knowledge
Management
Operations
Branding &
Stakeholder
Management
Purpose and
Mandate
2012
Rating Description
Basic Limited activities exist for this performance factor
Evolving Some parts of this performance factor exist, application on different levels is inconsistent
Established Performance factor is pragmatically defined, consistently applied on some of the levels involved
Advanced Performance factor is defined in more detail, consistently applied on many levels involved
Leading Performance factor is defined in more detail and consistently applied on all levels involved
Go
ve
rna
nce
P
eo
ple
Quality
Team
Effectiveness
Talent
Management
Methodology
Tools and
Technology
Knowledge
Management
Operations
Branding &
Stakeholder
Management
Purpose and
Mandate
201X
Quality
Team
Effectiveness
Talent
Management
Methodology
Tools and
Technology
Knowledge
Management
Operations
Branding &
Stakeholder
Management
Purpose and
Mandate
2016
Page 4
In your experience, what are the common people-related challenges faced by IA organizations (both internally and with business stakeholders)?
What are your people-related challenges?
Page 5
► Limited relationship building capabilities and lack of IA branding focus ~ Stakeholders not supportive of IA initiatives and activities
► Lack of talent management programs to fulfill the team’s people needs ~ Under-developed/performing employees and inability to retain staff
► Talent management programs not aligned to IA ‘leading practices’ and corporate requirements ~ Careers developed/guided in the wrong direction
► Undefined roles and responsibilities ~ Loss of operational efficiency caused by overlapping responsibilities
► Ineffective roles and responsibilities not aligned to IA leading practices or the team’s strategic direction ~ Team not meeting its strategic objectives in the most effective and synergetic “one team” way possible
► Operational inefficiency caused by lack of team work and internal relationships ~ Negative working environment and creation of „siloed‟ approaches
► Limited ability to enhance competencies/transform rapidly ~ Perception/reputation of Internal Audit and the enterprise‟s position on the use of consultants
You are not alone. IA organizations face common challenges!
Page 6
Relationship Building Training and Tools
• Training customized for the operating environment
• Tools to support stakeholder management at all levels
Team Building Approach
• Tools and activities to promote team efficiency (internally, cross-functional, 3rd party)
IA Branding Strategy
• Articulation of IA ‘brand’ required to achieve strategic objectives
• Communication approach and plan to promote IA ‘brand’ to the business
IA Talent Management Framework
• IA Competency frameworks • Career path, job rotation and
succession planning • Leverage IA talent
management framework to improve other people program
Team Roles and Responsibilities
• ‘Leading practice’ roles & responsibilities (internally, cross-functional, 3rd party)
• On-the-job aides to drive operational effectiveness
Learning and Development for IA Professionals
• Training program and on-the-job learning approach aligned to competency development needs
IA People Transformation
So how can an IA People Transformation address these challenges?
Page 7
Synergies are achieved at the intersection of the Internal Audit drivers: risk, cost and value. People Transformation is the execution component of any strategy.
► Value ► Better achievement of strategic objectives through an unified team performing in the
‘right’ direction
► Drive increase value for the business (resulting in greater buy-in of IA activities)
► Support the team’s shift towards operational audits and deep dive end-to-end process reviews)
► Risk ► Improve the team’s ability to manage and mitigate risk for the enterprise
► Cost ► Internal competencies can develop an optimized resource strategy that leverages
external help to build capabilities in areas where IA wants greater capability and allows targeted outsourcing for competencies that IA is not interested in building.
► Career ► IA team setup and focused on building successful careers
► Enhance the team’s ability to manage talent within context of the IA environment
► Establish clarity around roles and responsibilities internally, across functions and with a third party
Benefits our clients have achieved through IA People Transformation
Page 8
Jeanie McKibbon, CA Partner
Tel: +1 403 206 5327 Email: [email protected]
Maxim Atanassov, CA Senior Manager
Tel: +1 403 206 5694 Email: [email protected]
Please contact us with further questions
Jack Su, PMP Manager
Tel: +1 416 943 2233 Email: [email protected]
Page 9
?
Questions
Page 10
Appendix: People and Organizational Change Risk Offering
Page 11
The P&OC practice offers a broad range of people related service offerings, which can support Risk and Internal Audit programs
Organizational Effectiveness Change Management
Talent & Performance Management HR Transformation
People & Organizational
Change Practice
► HR vision and strategy
► HR service delivery model development & implementation
► HR process reengineering
► HR business process outsourcing
► Performance management strategy, plan, and implementation
► Talent planning and management
► Job evaluation
► Change management office (CMP) set up and execution, change management strategy and plan
► Stakeholder alignment, engagement, and ongoing management
► Change readiness assessment
► Communication strategy & plan
► Training and development
► Organizational development & design
► Competency development and role mapping
► Roles & responsibilities definition & design
► Organizational cultural assessment
► Workshop design & facilitation
Page 12
A number of client Internal Audit initiatives surface people issues that can be addressed through people and organization change offerings
Client Initiatives
Self-assessment against Institute of Internal Auditors (IIA) Maturity Model
Re-branding of IA function from compliance to business partnership
Improving the effectiveness of an in/co-sourced operating model
Resolution of day-to-day operational issues
► Undefined roles & responsibilities
► Ineffective roles & responsibilities not aligned to IA ‘leading practices’ or the team’s strategic direction
► Lack of talent management programs to drive the team’s people needs
► Talent management programs not aligned to IA ‘leading practices’ & corporate requirements
► Limited or ineffective business relationship development capabilities
► Operational inefficiency caused by lack of team work and internal relationships
► Change management issues associated with implementing new internal audit processes, procedures and technology
People Issues
Page 13
A number of P&OC offerings can be used to address IA issues depending on the specific client issues / initiatives
Sample P&OC Work Products
Org
an
iza
tio
na
l
Eff
ecti
ve
ne
ss ► Roles & responsibilities aligned to IA ‘leading
practices’ and the team’s strategic direction, based on proven design principles
► Quick-reference and supporting materials for day-to-day use by each team member
Ch
an
ge
Ma
na
ge
me
nt ► Collaborate with project leads across the
organization to formulate a pragmatic change/communication plan
► Work closely with IA management to execute the plan and monitor subsequent results
► Team building plan (i.e. team bonding exercises, communication approach) aligned to improvement opportunities
► IA-specific talent management models & tools (e.g. Competency Model, Career Paths, Learning Plan, Performance Goals) aligned to the requirements of IA management and HR
► Training materials that introduce approaches & techniques for building productive business relationships within the IA environment
► ‘Targeted’ stakeholder map that helps relationship owners to plan and track progress and quality of client relationships
Tale
nt
Ma
na
ge
me
nt
► Engaged team members with clear understanding of their roles & responsibilities
► Address current state issues including responsibility overlaps, inconsistent involvement
► Completion of activities with increased effectiveness through clear accountabilities
► Break down barriers between team members to improve overall team work
► Facilitate further improvement of current relationships between team members
► Ensure changes are successfully implemented and sustained
► Develop IA talent in an unified direction aligned to management needs & IA ‘leading practices’
► Improve employee engagement with increased focus on people development
► Increase the productivity of development activities
► Help the team to focus on building relationships with priority stakeholders in the business
► Ensure team members have the knowledge and understanding required to build effective relationships
Outcomes
Page 14
Client Example – Diversified Energy Company ($60B market cap)
► Comprehensive RASCI Matrix and individual placemats outlining role structure & summary responsibilities aligned to the team’s future processes (with the introduction of a new risk management system) and its current operating model
► Competency evaluation Model & process tailored to the needs of IA management and Corporate HR
► Detailed learning plan based on competency evaluation results including lunch’n’learn sessions and formal training courses for all IA team members
► Management report based on competency evaluation results outlining skill/knowledge gaps that currently exist in the team
► Individual performance goal guidance aligned to IA strategic objectives and role responsibilities
► 2.5 hour Relationship Development Training Course that outlines proven approaches & techniques to building relationships with key business stakeholders
► Stakeholder Relationship Map outlining information that supports the planning and tracking of relationship building efforts
► Change/Communication plan and activities supporting the design, development and roll-out of the IA Transformation Program including the implementation of the new Risk Management System
► Team building plan and activities to address common issues associated with co-source arrangements
Background P&OC Deliverables
► E&Y conducted an assessment of the company’s IA function against the IIA Maturity Model generating a set of recommendations that included ‘People’ improvement initiatives
► A large number of recommendations were approved by the company’s Audit Committee and consequently, an IA Transformation Program was setup
► ‘People’ stream was one of the key work streams within the IA Transformation Program covering Talent Management, Roles & Responsibilities, etc.
► In addition, P&OC was also engaged by the client to manage the change impacts associated with the IA Transformation Program and resolve minor issues associated with the existing co-source operating model
Page 15
Client Example – Diversified Energy Company ($30B market cap)
► Completeness review of its current IA activities/processes against industry ‘leading practices’
► Comprehensive RASCI Matrix and Individual Placemats outlining role structure & summary responsibilities aligned to the team’s future processes and its current operating model
► Technical Competency Model (including specialized requirements in the areas of Anti-Fraud, Data Analytics and IT audits) tailored to the needs of IA management and Corporate HR
► 2.5 hour Relationship Development Training Course that outlines proven approaches & techniques to building relationships with key business stakeholders
► Stakeholder Relationship Map outlining information that supports the planning and tracking of relationship building efforts
► Multiple workshops to guide the refresh of IA’s current co-source operating model in order to accommodate changes to its strategic objectives and direction
Background What P&OC delivered
► IA is currently embarking on a self-assessment against the IIA Maturity Model triggering a number of high priority ‘people improvement’ projects requiring the support of E&Y
► IA has also been nominated by Corporate HR as a ‘pilot function’ responsible for developing a Technical Competency Model aligned to IA needs
► In addition, P&OC was also engaged by the client to support the refresh of its co-source operating model based on recent changes to IA strategic objectives and direction
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