Evidence-Gathering Skills

Audit-Management Skills
Interviewing Skills for Auditors
Introduction
Plan to Auditing
and conduct audit interviews of managers, employees and other people for top results.
Determine why an interview is an appropriate evidence-gathering method for the
Give your new Determine
circumstances. auditors thethe
introduction
informationthey needfrom
needed to thethe
auditing process
interview. fromthe
Identify conception
people to
finalcan
who report. See snippets
provide of every Develop
that information. auditing step � planning,forresearching,
a questionnaire analyzing,
the interview. Schedule the
communicating,
interview. reporting,
Make the controlling
interviewee and more. Three
feel comfortable days, 24 hours.
and cooperative. Ask "on the fly" and
followup questions. Get information from unwilling interviewees. Follow up on the
interview.
MakingAnd andmore.
UsingA two-day,
Audit16-hour courseTools
Planning with exercises and role playing.

Evaluating
Make audit toolsand Recommending
for planning and controllingInternal Controls
audits, from audit proposals to audit plans to
internal reports. Developing an audit idea and presenting it persuasively to management,
auditees,
Learn the and/or third parties.
fundamentals Writing
of internal workable
controls audit
and the objectives.
various types Estimating the needed
and their purposes so you
investment
can evaluateofthem
time,successfully
personnel, materiel, logisticsmeaningful
and recommend and other resources. Launching
improvements. an audit's
Distinguish the
initial fieldtypes
numerous workoffrom the audit
internal idea.
controls Writing
and a go/no-go
their purposes. progress
Link report
the type from the
of control initial
with the field
work. Writing
needed results. an audit plan
Determine based on
whether thethe unique
needed audit circumstances
controls and the controls
are in place. Observe results oftothe
initial field work. Using finding outlines and report checklists to ensure
determine whether they are working as needed. Recommend implementation and/or quality. A two-day,
16-hour course
improvement offor everycontrols.
internal auditor, team
Avoidleader
commonand pitfalls
audit manager.
of internal-control evaluations. A
two-day, 16-hour course with realistic analytical exercises.
Audit Management
Analyzing Audit Evidence
Manage the conduct of your audits so you product a quality report on time with the available
resources.
Learn Conceptualizing,
to analyze planning, organizing,
data into indisputably staffing, controlling
logical conclusions. and communicating.
Convince auditees and third
parties that your findings are correct, and persuade cognizant officials tomanagement,
Leading the team and working as a team. Combine the skills of project implement yourtime
management, research,
recommendations. analysis
Apply logicaland report writing
syllogisms, to produce
conditional a coherent
arguments, and effective
statistics and otheraudit
age-
report
old efficiently.
logical methodsAtotwo-day, 16-hour
evaluating course
evidence. for every
Avoid commonauditor and manager.
logical flaws. A two-day, 16-
hour course with hands-on analytical exercises.
Reviewing Audit Reports
Developing Persuasive Findings
The reviewer's function is too crucial to successful audit reporting to be ignored. This course
explains findings
Develop the reviewer's purposes,
that can convinceroles and techniques
skeptical andpersuade
readers and shows quality features
reluctant to look
managers for,
to act
positive ways
positively. to recommend
Learn the numerous improvements and effective
types of findings and their ways to communicate
elements, theirthey
as well as how review
resultstotoand
relate writers.
differAfrom
two-day, 16-hourApply
one another. coursecriteria,
for every team leader,
condition, cause,audit manager,
effect and technical
editor and anyoneLearn
recommendation. else who reviews anybody's
the difference between draft audit reports.
compliance A and
findings two-day,
other 16-hour course
performance
for everyand
findings person
applywhothereviews reports
appropriate written
analyses toby
theothers.
situations. A two-day, 16-hour course
using actual findings for exercises.
Time Management for Auditors
Writing Dependable Working Papers
With so much to do and so many people waiting for the results, time must be managed as
efficiently
Clearly andand effectively
accurately as possible.
written Learn papers
audit working how to can
planmake
the work, work
auditing andthereporting
plan, schedule
more
tasks and events,
successful juggle
with less effortduties and much
and hassle, withmore.
dailyAwriting
one-day, eight-hour
practice being course
a crucialforfringe
every
auditor, Organize
benefit. team leader
theand audit papers
working manager.
in concert with the finding. Write coherently so other
auditors can quickly understand the audit from the working papers and so the working papers
can be easily compiled into a first-draft report. A two-day, 16-hour course with real working-
paper exercises.

By the way, writing working papers and gathering evidence are two distinct skills. If your
working-paper training isn't producing the results you want, maybe your auditors are
confused because their working-paper training focused on evidence gathering instead of
evidence storing.
 Leadership Skills for Auditors

If you think leading an audit team comes naturally, think again. Leadership comes naturally
to only a special few people. The rest of us have to learn how to do it. A good way to make a
failed leader is to throw someone into the position and expect a miracle.

Teamwork for Auditors

This course shows auditors how to work together on teams and how to manage teams for
success. For best results, two approaches are used:

Team Leaders

Team leaders are shown team work from the "coach" point of view. Recognizing the team's
mission or laying out the mission, as appropriate for the circumstances. Recognizing the
various types of teams and choosing the best type for the mission. Establishing smaller goals
to achieve the objectives. Spreading the workload among the team members. Establishing
and maintaining schedules. Gathering the team. Showing members the importance of the
team and their contribution to it. Helping team members meet their objectives. Facilitating
decisions. Helping members solve team problems. A two-day, 16-hour course with hands-on
exercises and roll-playing.

Team Members

Team members are shown team work from the "player" point of view. Understanding the
roles of teams and their members. Recognizing the team's mission. Understanding one's
individual roles and goals and how they fit into the team's mission. Taking charge of those
roles and goals. Following through on assignments and requests. Respecting the roles, goals,
needs and differences among the team members. Working cooperatively with the leader and
members. A two-day, 16-hour course with hands-on exercises and role playing.

Audit Leadership

Leading auditors in today's high-tech world requires new leadership skills and methods. This
course prepares new and existing managers for this crucial task. It entails the team-
leadership skills described above, plus supervision and legal requirements such as preventing
workplace violence and various types of harassment and meeting the needs of disabled
workers. A two-day, 16-hour program for present or future managers, only.

THEME:

SPEAKERS(WITH CREDENTIALS):
PROGRAM:

VENUE:

DATE:

EXPENSES:

COMMUNICATIONS:

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