As the leading educator for the internal audit profession, The IIA provides two levels ofqualification, the practitioner level (PIIA) and the more advanced Professional level (MIIA).The professional level builds on and extends the subjects that are covered at practitionerstage. As well as internal auditing topics, there is coverage of financial and generalmanagement, information systems and a new module dedicated to the topic of corporategovernance and risk managementThe IIA. UK &Ireland have developed a certificate in Corporate Governance and RiskManagement. As well as formal qualifications, there is an entire spectrum of developingpeople at work that includes:• Training—programmed for getting people to learn to do things differently.• Development—untaught activity to increase/improve performance.• Education—formal courses to develop knowledge and qualifications.• Learning—acquiring better skills, knowledge and attitudes.There are various ways that audit staff may be trained and developedThe IIA helps internal auditors reach their full potential and achieve professional success.So a top quality internal audit training delivered by leading specialist trainers at competitiveprices. A internal auditor to be ensure that he /her get the opportunity to discuss theirpersonal requirements with the tutor and receive individual attentionTraining is part of the managerial process and as such forms only one constituent of theoverall system of human resource management. It cannot be seen in isolation from the othertechniques for developing audit staff. Not all auditors remain in the audit shop for longperiods of time. This ‘short-stay syndrome’ results because organizations view internal auditas an ideal place to train managers. There are many who do not view internal audit as acareer in its own right and, for example, trainee accountants may wish to return to main lineaccountancy after a spell in audit.This poses a problem in that extensive training is lost on audit staff that will not remainwith the department for long. All staff should be developed and those who may wisheventually to leave auditing will simply be replaced by other auditors. Vacancies createscope for internal promotions for auditors who excel via their development programmers.
James C. Key, CIA
- is the principal partner of the Shenandoah Group, a consulting firm focused on risk management, controls, and governance solutions. Previously, Key served as the director of internal audit for IBM Corporation, where he oversaw audit operations in North America and Asia Pacific. He was also responsible for global audit training and development. Over the course of his career, Key has consulted on risk and audit issues,conducted training, and facilitated workshops around the world for clients in business, government, education, and health care. Key is the organizing director for Coastal Banking