your training compass resource guide

7/29/2019 Your Training Compass Resource Guide

1/40

TinYour WaY:Choose From Convenient

Learning Platforms

FOR eFFective leadeRship

Must-HaveTraitstOpReasONs

LEAN SIX SIGMAAND INTERNAL

AUDIT AREA PERFECTMARRIAGE

5

iNside

special

trnn Or

YourTraining

Next generation learning solutions

for todays internal auditor

FEBruarY 2013


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Not only is The IIA the global leader in internal audit education,

weve added fve new seminar locations to our existing lineup,

making access to success that much easier.

The benefts o continued career training through The IIA are

limitless. Visit The IIAs website www.theiia.org/goto/SAVE25

and discover the Top 5 Benefts o Continued Training.

And or a limited time save 25% o any courses oered in

sunny Miami, FL April 8-11, 2013, when you register by

March 31, 2013, using discount code NEWMIA25!

as SavE 25% wen y

egiste by Jne 30, 2013,

sing iscnt ce

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table OF cONteNts

Letter rom the Vice President o Learning Solutions ...................................4

Training Icons Legend .................................................................................5

Choose the Convenience o E-learning ........................................................6

Must-Have Traits or Eective Leadership .................................................. 8

Why Change Management Skills Are Important ...........................................9

Top 5 Reasons Six Sigma and Internal Audit Are a Perect Marriage .........10

Train Your Way: Learning Solutions Delivery Methods ................................ 12

2013 February July Seminar Schedule ....................................................14

10 Things The IIA Knows About Emerging Leaders ....................................16

Featured Seminar Course Descriptions .....................................................17

Vision University ........................................................................................32

On-site Training Course Customization Case Study: Nordstrom, Inc. ........34

IIA Conerences .........................................................................................36

Three Compelling Reasons to Earn a Proessional Certication ................39

Global Headquarters247 Maitland Avenue

Altamonte Springs, Florida32701-4201 USA

T: +1-407-937-1111F: +1-407-937-1101

www.theiia.org

121727/JJ/CW

www.theiia.org/Training | 3

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Talent management is key in this ever-changing world,

and keeping skills relevant and timely adds value to you

and your organizations.

The IIAs Learning Solutions provides myriad delivery options

or you to earn NASBA-qualiying CPE credits eaturing

rereshed courses 10 newly added last year in accessible,

convenient ways.

Weve listened to what chie audit executives have said is needed to advance

the proession and incorporated input rom our members. Also, weve

mobilized subject matter experts to develop relevant, peer-reviewed content

in collaboration with proessional instructional designers, and trained high

impact acilitators who are armed with rst-rate skills or knowledge transer.

Whether youre an individual contributor, manager, or executive, look to your

global association solely dedicated to the proessional practice o internal

auditing or top-quality training.

Choose a seminar at a location near you and experience ace-to-ace,

hands-on training with other proessionals.

Invest in On-site Training that can be customized to the needs o your

organization.

Opt or virtual learning online and take advantage o eSeminars and

eWorkshops.

Attend multi-day conerences where youll have access to the industrys

thought leaders on current topics, network and share best practices with

your peers, and have the chance to refect on the big picture o your

proession.

Participate in one o more than 70 high-level inormation sessions, rom

experts in the eld through ree webinars held throughout the year, rom

the convenience o your home or oce.

Dont delay. Plan your proessional development using Your Training CompassResource Guide, by browsing www.theiia.org, or by talking to one o our expert

Customer Relations representatives today at +1-407-937-1111.

Sincerely,

Bonnie Ulmer

Vice President, Learning Solutions

The Institute o Internal Auditors

YourTraining

4 | The Institute of Internal Auditors

YourTraining


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Every time I attend

an IIA conerence

or seminar, I return

to the oce with a

renewed sense o

condence. They equip me with

the tools I need to be on the cutting

edge o my proession. My audit

committee is very engaged and

seems to appreciate that I am able to

speak knowledgably about the latest

trends in governance, risk, and com-

pliance. Whats more, I love to send

my sta members to IIA seminars.

I know theyll return with the skills

they need to conduct value-added

audits that benet the organization.

The seminars provide them with

in-depth, real-world training that

contributes greatly to their careersatisaction and overall proessional

development.

Karen Brady, CIA, CRMA, CFE

Corporate Vice President,

Audit and Compliance

Baptist Health South Florida

As the global leader in internal audit education, The IIA

provides the highest quality, convenience, and value in

the business. Make the worthwhile investment in training

that will keep you abreast o the most recent industry-

wide standards and guidance. Training options are

available year-round to aordably earn CPE hours that

yield results or your business and career.

When choosing courses, these icons represent the course delivery ormat.

Select the one thats most convenient or you.

t iia M lrnn porm

seMiNaRs: Multi-day training events that oer a variety o

classroom-style courses that are aligned with The IIAs

International Proessional Practices Framework(IPPF).

leaRNiNg: Facilitated courses oered via the Internet in shorter

sessions over multiple days; Members-only Webinars; interactive,

multi-day online eWorkshops on various topics, oering the

fexibility or participants to attend one or more sessions.

ON-site tRaiNiNg: Customizable courses or ve or more

attendees presented at the organizations location (or delivered

virtually to multiple locations simultaneously). Tackle the tough

topics with peers and ensure training message consistency.

cONFeReNces: Theres nothing quite like a gathering o minds.

Make connections and build a network o peers rom across the

globe. Learn rom dynamic thought leaders who are among the

best in their elds.

cOMe tO the expeRtsor Your Internal Audit Training



6/40

Save money, reduce travel expenses,and limit time away rom the ofce.

Updated 1/10/13cor co cor l cpe Frr Mr ar

Audit Report Writing ARW Intermediate 16 Feb. 5-14

CIA Learning System Comprehensive Instructor-led Course -Part 1

CL1 Intermediate 19.5 Feb. 4-22 April 1-19


CL2 Intermediate 19.5 March 5-28


CL3 Intermediate 32 March 4-29

Control Sel-assessment: An Introduction CSA Basic 16 March 5-14

Data Analysis or Internal Auditors DA Intermediate 8

Enterprise Risk Management: An Introduction ERM Intermediate 16 Feb. 4-15

Lean Six Sigma Tools or Internal Audit Fieldwork SSF Intermediate 16 March 19-28

Lean Six Sigma Tools For Internal Audit Planning SSP Intermediate 16 Feb. 5-14

Operational Auditing: Evaluating Procurement and Sourcing OAP Intermediate 8 March 5-7

Operational Auditing: Evaluating the Supply Chain OSC Intermediate 8

Operational Auditing: Infuencing Positive Change POA Intermediate 16 March 11-20

Perorming an Eective Quality Assessment QAE Intermediate 16 March 5-14

Risk Based Auditing: A Value Add Proposition RBP Intermediate 16 March 4-15

Statistical Sampling or Internal Auditors SSI Intermediate 16 March 25-28Value-added Business Controls: The Right Way to Manage Risk VAB Basic 16 Feb. 4-13

2013 leaRNiNgcOuRse MatRix

Choose the Convenience o

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M Jn J a smr Oor Nomr dmr

May 7-16 July 22-31 Sep. 10-19 Nov. 5-14

Aug. 5-23

Sep. 4-27

Oct. 7-Nov. 1

June 4-13 Sep. 10-19

May 13-14

June 3-14 Sep. 9-20 Dec. 2-13

June 10-19 Aug. 13-22 Nov. 12-21

May 6-15 Sep. 16-25 Dec. 3-12

July 23-25

May 7-9 Nov. 6-8

June 11-20 Sep. 3-12 Dec. 3-12

June 4-13 Sep. 10-19 Nov. 6-15

June 10-21 Sep. 16-27 Nov. 5-21

Aug. 19-22May 7-16 Aug. 12-21 Oct. 22-31

Weve expanded our online learning oerings making it more convenient and aordable to invest in your proes-

sional development. Pick rom eWorkshops, eSeminars, on-demand sel-study courses, and Members-only Webinars

eaturing a variety o topics developed by and or internal audit practitioners. Expand your knowledge and skills

with relevant, requently updated content thats accessible rom practically anywhere.

eWkss are multi-day interactive training sessions

on ocused topics. Choose one or more o the stand-

alone weekly sessions to stay in the know o the latest

inormation and trends. Sessions are recorded and acces-

sible or 30 days by attendees.*

eSemins are real time, acilitator-led courses that cov-

er the same curriculum and exercises as their traditional

counterparts. Gain greater prociency and understanding

using online collaboration tools such as breakout sessions,

whiteboard exercises, and interactive polling. Courses are

oered in shorter sessions over multiple days. Lower deliv-

ery costs means we pass the savings on to our members.*

on-emn sel-study courses can be delivered any time

o day to your computer. Learn at your own pace and get

the knowledge you need with hundreds o online topics

at your disposal. New content is added each month.

Purchase an annual subscription or a single course.

Access content or 12 months rom purchase.

Membes-ny Webins are scheduled each month.

These one-hour sessions cover high-level content and

are ree to IIA members.*

Early registration discounts and group rates are available

or online training, so register early or contact the

eLearning team or more inormation on group rates at

[email protected].

www.teii.g/E-ening

[email protected] / +1-407-937-1111

* NASBA and IIA CPE compliantwww.theiia.org/Training | 7


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for

lEadErShIp

EectiveMuST-havE TraITS

Learning the key elements o leadership is critical or those who want to advance in their career. lrr hrrnon,

vice president internal auditor o Raytheon Company, shares why ethics, authenticity, vision, and a commitment

to lielong learning are essential traits.

eThe most important leadership qual-

ity is integrity. Yet we constantly read

about leaders who ailed to maintain

the highest standards leaders

who started down a slippery slope,

and beore they knew it, crossed the

line, ruined a career, a company, and

more. Keep in mind when you are

troubled with an ethical decision to

pause and take an ethics check by

thinking how the Wall Street Journal

would write the story about your

actions, or talk to a valued riend.Dont ruin a career over a decision

you inherently know is unethical, no

matter who says it is okay.

anLeaders must be genuine. They

must show passion or their projects

and concern or the welare o those

on their teams. Eective leaders

create an environment o trustwhere people are encouraged to

speak out, express their opinions,

and know the leader has their best

interests at heart.

vonLeadership ails without ollowship.

The essence o leadership is to cre-

ate a vision or the uture by seeing

around the corner and anticipating

rather than reacting. Selecting the

right people, providing them with

the necessary learning opportuni-

ties, and leveraging their dierences

using eective communication skillswill motivate them to implement

your vision.

commmn oconno lrnnEach o us must become continuous

learners who invest both time and

money in ourselves. No one ever

said that you were no longer respon-

sible or your own learning atercollege. Those who solely rely on the

learning support rom their company

will ail to keep current. You should

be more willing to invest in yoursel

than anyone else. Invest 5 percent o

your annual salary and at least 200

hours a year in yoursel. It will be

the best return on investment you

can ever achieve.

Larry Harringtonhas more than

25 years o experience in auditing

and fnance. He started his

career in public accounting and

has since held a wide range o

positions within retail, fnancial services, insurance,

manuacturing, and technology. Harrington has

served as vice president o fnance, vice president

o human resources, vice president o operations, as

well as chie audit executive, or several Fortune 200

companies during his career. He currently serves as

a member o The IIAs International Board o Directors

and is the ormer chairman o The IIAs North Ameri-

can Board o Directors.


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Chie executive ocers have stated in multiple studies

that the quality they look or most in a leader, ater

ethics, is the ability to excel at change management.

With the rapidly changing global marketplace, these

executives, charged with the growth and protability

o their companies, understand the need to continually

reinvent themselves. Companies and individuals who

cant innovate in this environment will ail. Yet what

they nd is a shortage o leaders with the requisite

change management skills. This places these skills

at a premium.

As internal auditors, we must lead change both

within our unction and across every unction in

our companies. Look to The IIAs training and events

to help you develop world-class internal audit skills.

Their instructors are recognized experts in our

proession with demonstrated expertise in change

management. They will present the leading internal

audit practices, help you think through how to drive

change in your own organization, and give proven

suggestions on how to get management and audit

committee support.

Mastering change management requires these skills

that will be explored in depth by The IIAs training

and events team:

Sttegic tinking is learning to look around the

corner, anticipate change rather than reacting

to it, and then leading that change. In essence,

it is the ability to create a vision or where the

organization needs to go.

a wiingness t tke inteigent isks, viewing

the opportunities they present, and seizing the

moment when it oten appears others are hesi-

tant to act is essential.

a ig egee f cmmnictin, both verbal

and written, is key. People need to know what is

changing and why, how it will impact them, and

the consequences o not adapting. Winning the

hearts and the minds o those you need to help

drive the change is critical.

an biity t seek int fm tes, including

those who will be impacted by the change, and

listening to eedback is important. We have ve

generations in the workplace and each thinks

and reacts dierently. Reach out to each group,

understand their dierences, and leverage them

to the projects advantage. Learn to value the

diversity o perspectives and seek to connect,

collaborate, and communicate with everyone.

Mtitin n eseenceare critical

because every change journey will have

challenges, setbacks, and course corrections.

People look to you in the most dicult times

or the inspiration and perspiration to continue.

Acknowledge i you make a mistake or miscue

and make the course correction.

Six Sigm n lEaN are critical tools in change

management. They use extensive data analytics,

help us get to root causes, and drive value in

every process. These skills are no longer nice-to-have skills, but must-have skills.

Netwking skis are critical today. You will

ace ew problems that others have not already

encountered. In act, more likely than not, your

problem has been addressed by many others in

your network. Learning how to build a broad

network helps you learn rom those who already

aced your issues, resolve problems aster, and

leverage the successes and ailures o others.

W cn Mnmn s ar imorn



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suppORt iN thestaNdaRds

Consistent with thedenition o internal

auditing put orth in the

International Standards

or the Proessional Prac-

tice o Internal Auditing (Standards),

Lean Six Sigma brings ...a systemat-

ic, disciplined approach to evaluate

and improve the eectiveness o risk

management, control, and gover-

nance processes. Throughout the

Standards, it is noted that internal

audit is required to evaluate the

eectiveness and eciency o

operations and programs in their

organizations and promote contin-

uous improvement, which are both

undamental goals o LSS.

aligNMeNt OFMethOdOlOgy

phasesThe Lean Six Sigma

project methodology

ollows a perormance

improvement model

composed o ve phases, which is

used or projects aimed at improving

business processes:

Dene the problem, the voice

o the customer, and the project

goals, specically.Measure key aspects o the current

process and collect relevant data.

Analyze the data to investigate

and veriy cause-and-eect

relationships.

Improve or optimize the current

process based upon data analysis.

Control the uture state process

to ensure that any deviations

rom target are corrected beorethey result in deects.

ReasONsWhyiNteRNalaudit aNd leaNsix sigMa

Are a Perfect Marriage

tOp

Six Sigma is a business management strategy, originally developed by Motorola,

USA in 1986, that seeks to improve the quality o process outputs by identiying

and removing the causes o deects (errors) and minimizing variability in

manuacturing and business processes. In the 1990s, the Lean process eciency

methodology and the Six Sigma quality improvement methodology were combined

into Lean Six Sigma (LSS) in an eort to enable organizations to signicantly

reduce their costs by eliminating wasted time and activities rom their operations.

Since that time, a number o leading internal audit departments have sought to

incorporate LSSs tools and techniques into their audit processes and procedures

to enhance audit eectiveness and add value. While some have enjoyed a measure

o success, others have struggled to assimilate the concepts into practice.

However, the successul incorporation o LSS tools and techniques into a

departments internal audit methodology should remain a noble objective or

leading organizations. For those who have not yet ventured into LSS waters and

need a push, we oer the top ve reasons why internal audit and LSS are aperect marriage.

Jimmy Parker, CIA, CCSA, CPA,

CMA, CFM, CISA, CPIMDirector o Finance SalesConAgra Foods


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The acronym commonly used is

DMAIC (pronounced duh-may-

ick), and these phases can berelated to the ve phases o an

internal audit as ollows:

Dene = Pre-Planning/

Preliminary Survey

Measure = Planning

Analyze = Fieldwork/

Execution/Testing

Improve = Reporting/

Recommendations

Control = Follow-up/Remediation

Re-eNgiNeeRiNgOF iNteRNalpROcessesLean Six Sigma pro-

vides a useul rame-

work or executing

audit projects with

enhanced project discipline but can

also be utilized to re-engineer audit

department internal processes and

procedures or more eective and

value-added delivery o services.

For example, LSS oers auditors an

expanded toolkit or:

Strengthening organizational

internal control processes

through mistake-proong

techniques, more thorough

assessments o control design,

and a strategic approach toplacement o internal controls

within a business process.

Eective assessment, analysis,

and prioritization o risks.

A more structured approached

to root cause analysis.

Better measurement and

continuous monitoring o

control eectiveness.

Creative problem solving.

Enhanced customer ocus

and quality consideration

in audit planning.

eNhaNcedaNalyticalappROachIn approaching busi-

ness process improve-

ment engagements,

LSS improves internal

auditors ability to:

Identiy and remove the causes

o errors beore they become

process deects.

Minimize process variability

to achieve a consistent level o

high quality.

Eliminate waste in business

processes and unctions.

Identiy and resolve process bot-

tlenecks or improved workfow.

Improve the quality o process

outputs.

Streamline business processes.

Assist business units in achiev-

ing sustainable and predictable

business process results.

Enhance internal and external

customer value and satisaction.

The above results in a higher proba-

bility o accomplishment o organi-

zational objectives.

pROMOtiNgcOllabORatiONThe cross-unctional

collaboration required

o the employees in the

organization aected

by the targeted LSS

improvements and the audit project

team is a residual benet o using

this methodology. Lean Six Sigmapromotes sustained quality im-

provement commitment rom the

entire organization, particularly rom

top-level management. In addition,ocusing on a common goal tends to

bring teams closer together. As inter-

nal audit departments seek stronger

and more productive partnerships

with the business units they audit,

LSS can be a key relationship

builder.

As internal audit shops everywhere

continue to look or better ways to

analyze processes, work collabora-

tively with customers, and help the

organization achieve its objectives,

LSS may just be the tool you are

looking or to make your audit de-

partment that much better.

Jmm prr began his

audit career with the U.S.

Marine Corps Non AppliedFund Audit Services and retired ater

more than 20 years o active service. He

served as a manager within the internal

audit services group with Deloitte &

Touche, Chicago; as a senior manager

in the risk advisory services practice o

Ernst & Youngs Detroit oce; and was a

nancial audit manager in the internal

audit department o Federal-Mogul Corp

in Southeld, Mich. He holds a Bachelor

o Science degree in accounting rom

the University o Maryland, College Park

and a Master o Business Adminis-

tration degree rom the University o

North Carolina at Wilmington. He holds

numerous certications, including

Certied Internal Auditor, Certication

in Control Sel-assessment, Certied

Public Accountant, Certied Manage-

ment Accountant, Certied in Financial

Management, Certied Inormation Sys-

tems Auditor, and Certied in Production

and Inventory Management. Parker has

acilitated internal audit courses or

The IIA or more than 14 years.



12/40

When you begin with training rom your global association solely

dedicated to the practice o internal auditing, add peer-reviewed

content developed by subject matter experts, and oer multipledelivery options that are fexible and convenient or your members,

the result is an opportunity to train your way. Get amiliar with the

training options available to you with this at-a-glance view.

cOMpaRisON OF the iias leaRNiNg sOlutiONs tRaiNiNg MethOds

smnr -smnrOn

smnr-Woro s s conrn

vonunr

Wnr

accessibility

On location X X X X

Online X X X X X

You choose location X X X X XCourse variety X X X X X X

Face-to-ace instruction X X X X X

eNgageMeNt

Best practice exchange X X X X X X X X

Network with other participants X X X X X

Q & A interaction X X X X X X

scheduliNg Flexibility

Time bound X X X X X X

Choose time convenient or you X X X

Available around the clock X X

cONteNt

NASBA Compliant X X X X X X X X

NASBA and IIA CPE Compliant X X X X X X X X

Developed by subject matter experts X X X X X X X X

Peer reviewed X X X X X X X X

Customizable X

Based on internal audit member input X X X X X X X X

value

Economically priced X X X X X X X N/A

Group or other discounts available X X X X X X

tiMe cOMMitMeNt/ cOuRse duRatiON

1-4 Consecutive day training X X X X

Several hour sessions over multiple days X X X X

Several hour sessions over multiple weeks X X

leaRNiNg device

Apple- Mac X X X X

Microsot Windows X X X X

Tablet LIMITED LIMITED

Smartphone LIMITED LIMITED

tRaiN

WayYour


YourTraining


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14/40

(Courses through July 2013) Updated 1/10/13cor co cor l dron

d, txF. 12 - 15

an, gaF. 26 - Mr 1

Four Day Courses

Audit Manager Tools and Techniques TTM Intermediate 4 Feb. 26-March 1

Auditor-in-charge Tools and Techniques AIC Intermediate 4 Feb. 26-March 1

Beginning Auditor Tools and Techniques TT Basic 4 Feb. 12-15 Feb. 26-March 1

Communication Skills or Auditors ECA Basic 4

Leadership Skills or Auditors LSA Intermediate 4 Feb. 26-March 1

Courses Under Four Days

Analyzing and Improving Business Processes ABP Basic 2 Feb. 12-13 Feb. 26-27

Assessing Risk: Ensuring Internal Audit's Value ARV Advanced 2 Feb. 12-13 Feb. 28-March 1

Assessing Your Organization's Risk Management Process ARM Intermediate 2

Audit Report Writing ARW Intermediate 2 Feb. 14-15

Auditing Derivative Strategies ADS Intermediate 2

Auditing Investment Activities AIA Intermediate 2

Auditing the Cloud CLO Intermediate 2

Best Practices in Internal Auditing BP Advanced 2 Feb. 14-15

Building a Sustainable Quality Program IQA Intermediate 2

Construction Activity: Audit Strategies EAC Intermediate 2 Feb. 28-March 1

Continuous Auditing CA Advanced 2

Contract Auditing AC Intermediate 2

Control Sel-assessment: An Introduction CSA Basic 2

Control Sel-assessment: Facilitation Skills CFT Intermediate 2

Corporate Governance: Strategies or Internal Audit ACG Intermediate 2 Feb. 26-27

COSO-Based Internal Auditing CBA Intermediate 2 Feb. 28-March 1

Creative Problem-solving Techniques or Auditors CPS Basic 2

Data Analysis or Internal Auditors DA Intermediate 1

Eective Writing or Auditors EWA Intermediate 2 Feb. 28-March 1

Enterprise Risk Management: An Introduction ERM Intermediate 2

Evaluating Organizational Ethics ETH Intermediate 2

Financial Auditing or Internal Auditors AFA Intermediate 2 Feb. 12-13

Human Resources: Auditing Your HR Function HRF Basic 2 Feb. 12-13

Lean Six Sigma Tools or Internal Audit Fieldwork SSF Intermediate 2 Feb. 14-15

Lean Six Sigma Tools or Internal Audit Planning SSP Intermediate 2 Feb. 12-13

Operational Auditing: Infuencing Positive Change POA Intermediate 2 Feb. 14-15 Feb. 26-27

Perorming an Eective Quality Assessment QAE Intermediate 2

Project Management Techniques PMT Intermediate 2

Risk-Based Auditing: A Value Add Proposition RBP Intermediate 2 Feb. 26-27

Sarbanes-Oxley Primer: Charting Your Course SOX Intermediate 2 Feb. 28-March 1

Sarbanes-Oxley: Assessing IT Controls SAI Intermediate 3

Small Audit Shop: Doing More with Less SAS Intermediate 2 Feb. 14-15

Statistical Sampling or Internal Auditors SSI Intermediate 2

Value-Added Business Controls: The Right Way to Manage Risk VAB Basic 2 Feb. 26-27

Deloitte Public Oerings - Courses Under Four Days

Critical Thinking or Internal Auditors CTA Basic 2

2013 seMiNaR cOuRse MatRix



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l v, NvMr 26 - 29

Mm, Flar 8 - 11

Nw yor, Nyar 23 - 26

Orno, FlM 20 - 23

inno, iNJn 10 - 13

l v, NvJn 17 - 20

sn Frno, caJ 9 - 12

boon, MaJ 23 - 26

March 26-29 April 23-26 May 20-23 June 17-20 Jul. 9-12

April 8-11 April 23-26 June 10-13 Jul. 9-12 Jul. 23-26

March 26-29 April 8-11 April 23-26 May 20-23 June 10-13 June 17-20 Jul. 9-12 Jul. 23-26

April 8-11 May 20-23 June 17-20 Jul. 23-26

March 26-29 June 10-13 Jul. 9-12

April 8-9 June 10-11 Jul. 25-26

March 26-27 April 23-24 May 20-21 June 17-18 Jul. 9-10

March 26-27 Jul. 23-24

April 10-11 June 12-13 Jul. 11-12

Jul. 25-26

Jul. 23-24

March 26-27

June 12-13

April 23-24 May 20-21 June 17-18 Jul. 23-24

March 28-29

March 26-27

April 8-9

April 10-11

April 10-11

April 25 Jul. 11

Jul. 11-12

April 25-26

March 28-29 April 25-26 May 22-23 Jul. 11-12

March 26-27 April 23-24 May 20-21 Jul. 9-10

March 28-29 April 8-9 June 10-11 June 17-18 Jul. 9-10

April 25-26 June 19-20 Jul. 25-26

June 19-20

April 10-11 June 12-13

April 23-25

April 23-24 Jul. 9-10

April 8-9 June 19-20



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10Thingsthe iia kNOWsABOUT EMERGING LEADERS

*Registrants who pay the non-member rate or courses receive a one-year ree IIA membership.

You aspire to greatness. While others await opportunity, hoping it will knock someday, youre busy pursuing your

dreams and preparing or success right now. As an emerging leader, you know its important to own your career

development plans rather than waiting or your organization to send you to training.

And since its your learning journey, let Your Training Compass Resource Guidepoint the way.

1) You dont plan to be in your current job or long; maybe not

even at your company.

2) Your stay in the internal audit proession may well be

one o many occupations youll have over the liespan o

your career.

3) You want advancement, and you really dont want to wait

or it.

4) Youre already taking steps to earn a promotion or have your

eye on a better position.

5) You arent waiting or someone else to send you to training,

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learn whether in person or online.

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9) Youre ready to register or Beginning Auditor Tools and

Techniques or Leadership Skills or Auditors today to receive

a ree IIA Membership.*

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page 17 and save $100.

heRe aRe 10 thiNgs We kNOW abOut eMeRgiNg iNteRNal audit leadeRs:


YourTraining


17/40

a Ror Wrn

Develop the essential skill or creating high-quality audit reports.

Auditors in all sectors and at all levels will learn what goes into an eective audit observation and how to organize reports that

meet proessional standards, elicit management action, and communicate crucial messages to executives and board-level read-

ers. This is a hands-on course that ocuses on the organization and structure o audit reports, and includes case study activities

or practicing the basics o audit report writing.

uon omon o or, o w o:

Recognize the criteria or, and importance o, writing audit reports.

Complete the ve components o an audit observation.

Construct an audit report.

Develop reports that are accurate, objective, clear, concise, constructive, complete, and timely.

cor dron: 2 days / cpe hor a: 16

Visit www.theiia.org/Seminars or more inormation.

These courses prepare you to understand and perorm the

mechanics o planning and executing audits.

cORe cOMpeteNcies

Register or any courseoered Jan-July 2013

by June 30 and

save$100wn rrnn

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18/40

an R: enrn inrna v (NEW)

Assure that your internal audit unction is deploying its resources to ulfll itsmission within the organization.

Ater reviewing real examples o risk assessment models used by leading internal audit unctions, participants will develop their

own risk assessment rameworks by selecting those elements and best practices that best meet the risk assessment needs o

their organization, no matter the size or maturity level o their internal audit unction. This course provides practical insightsrelating to contemporary best practices o risk assessment activities and allows participants to apply what they have learned so

they can implement risk assessment activities at their organization.


Explain the undamental nature o risk.

Identiy the essential building blocks o a risk assessment.

Discuss contemporary trends relating to risk concerns o internal audit stakeholders.

Assess the completeness o the audit universe.

Develop a risk assessment methodology or assessing the audit universe. Develop a risk assessment ramework or engagement planning.

Perorm a raud risk assessment.

Integrate risk appetite into the risk assessment ramework.

Minimize risk assessment implementation issues.

Apply newly learned concepts, techniques, and skills to the workplace.



cORe cOMpeteNcies


YourTraining


19/40

bnnn aor toon tnq

Learn the ins and outs o an audit rom beginning to end.

Gain a oundation o knowledge that will allow you to prepare properly or and conduct a successul audit, using preliminary

surveys and evidence-gathering techniques. A basic understanding o how to identiy risks and internal controls in auditing will

be stressed, along with interpersonal and team-building skills.


Discuss some o the best practices within internal audit today.

Mitigate risks to help ensure management directives are carried out.

Discuss the audit planning process.

Explain how interviewing is used within an audit.

Contrast a basic narrative and a fowchart.

Describe the development and use o audit programs.

Discuss tools that automate the audit process.

Describe methodologies used to gather audit evidence.

Write an audit report using the ve components.

Discuss methodologies or selling audit ndings to stakeholders.

Explain how teamwork is essential to an audit project.



cORe cOMpeteNcies



20/40

Oron an:innn po cn (NEW)

Invigorate and revitalize your operational auditingtoolkit.

Participants o this course will discover that operational auditing plays an important

role in todays business environment well beyond the realm o money, compliance,

and traditional internal controls, and into the realm o a trusted business partnerinfuencing managements pursuit o operational excellence.

They will also learn how to employ various methods, tools, and skills to collect and

analyze operational inormation and data, identiy causes o operational issues and

risk exposures, and develop solutions to enhance the operational perormance o

business activities, processes, and/or resources deployed across the organization.

This highly interactive and dynamic program engages participants through group

sharing, ocused activities, and case study based simulations.


Determine the actors that infuenced past trends in operational auditing.

Determine how to drive a positive change in managements mindset about the

internal auditor and internal audit activity.

Recognize the key aspects o, and dierences in, planning or operational audit

engagements.

Identiy the assumptions associated with a risk-based approach to operational

auditing.

Describe the application o business process improvement concepts to an

operational audit. Explain the application o benchmarking concepts to an operational audit.

Assess the impact o various reporting approaches, and structure.



cORe cOMpeteNcies

additiONal cORe cOMpeteNcycOuRses yOu May beNeFit FROM:

Best Practices in Internal Auditing

Continuous Auditing

Control Sel-assessment:

An Introduction

COSO-based Internal Auditing

Enterprise Risk Management:

An Introduction

Evaluating Organizational Ethics

Perorming an Eective Quality

Assesment

Operational Auditing: Evaluating

Procurement and Sourcing

Operational Auditing:

Evaluating the Supply Chain

Building a Sustainable Quality

Program

Risk-based Auditing:A Value Add Proposition

Small Audit Shop: Doing More

with Less

Value-added Business Controls:

The Right Way to Manage Risk


YourTraining


21/40

a Mnr too n tnq

Lead eectively in an internal auditing environment.

Learn to manage the roles and relationships o the diverse parties involved in the auditing process. Maintain lines o communi-

cation with the CAE and executive management, and problem solve while motivating a team and delegating tasks. As an audit

manager, you must not only be an ecient auditor, but also an eective communicator, teacher, and active listener. This course

ocuses on providing new managers with the tools needed to lead eectively in an internal auditing environment.


Establish clear and eective communication.

Build rapport.

Identiy the dierence between leadership and management, and why both qualities are needed in an organization.

Identiy strategies that audit managers can use to manage change with audit sta.

Monitor and provide eedback to audit sta.

Discover strategies or coaching and providing 360-degree eedback.

Discuss audit report considerations and methodologies that add

value or audit clients.

Employ the innovative problem solving process.

Discuss ways to market the audit unction.



These courses equip you to infuence people, policies, and change.

iNteRpeRsONal skills


by June 30 and

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22/40

aor-n-r too n tnq

Lead a high-perorming audit team.

Whether you are a recently promoted auditor-in-charge, assuming the role, or seeking a reresher, this inormative session covers

the organizational, time management, and problem solving skills necessary to manage a successul team. Leading an audit

team not only requires a great deal o knowledge, it also requires dedication, eciency, and eective leadership skills. Acquire

the skills needed to lead with condence.


Describe the duties o the auditor-in-charge.

Identiy the tools and techniques used in audit planning.

Explain the auditor-in-charge supervisory responsibilities.

Estimate the resource requirements or a project.

Identiy audit concerns, client reactions to audit concerns, ways to sell audit concerns, and the elements o an audit

concern.

Identiy the unctions o audit reports, key IIA communication standards, and characteristics o eective reports.

Describe the keys to a successul exit conerence.

Identiy the criteria used by auditors in charge to determine i audit responses are adequate.

Discuss strategies or successul perormance appraisal meetings.





YourTraining


23/40

commnon s or aor

Project proessionalism and convey ideas with ease through eectivecommunication.

Successul auditors are eective communicators, clearly conveying thoughts, ideas, and suggestions during meetings, pre-

sentations, interviews, and negotiations with audit customers and executives. Learn to respond to the styles o others, get your

message across clearly, maintain poise, and project your own proessionalism. Auditors at all levels will learn the best practicesor presentations, interviewing, negotiations, and practice techniques or mastering public speaking.

Through acilitator presentations, group discussions, case studies, practical exercises, and individual coaching and eedback,

participants will learn to see themselves as others see them, in terms o style and the impressions they create, and increase

their ability to reach negotiated agreements in a wide range o audit situations.


Apply the Communication Model to written and verbal business communication.

Analyze communication breakdowns to identiy potential causes.

Utilize public speaking techniques designed to enhance your condence and composure. Recognize personal social styles and how they impact communications.

Apply techniques or communicating eectively among diering personal social styles.

Practice specic interview techniques, including eective listening and questioning.

Demonstrate best practices or negotiations, including strategies or handling conrontation.






24/40

lr s or aor

Implement the tools and techniques o eectiveleadership.

Strong leadership qualities are imperative to running any audit team at the highest

possible level. In this course, audit leaders, supervisors, and managers will learn

tools and techniques or cultivating and maintaining an eective and ecient team,keeping them motivated and ecient through the entire audit process. Various

teaching methods will help attendees ocus on the needs o individuals and improve

communication abilities within an audit team as well as with customers.


Discuss techniques and attributes associated with leaders.

Use motivational theories and techniques to motivate others.

Gauge your own leadership style and skills.

Discuss styles o confict management and their applications in the workplace.

Explain how eective communication is essential to eective leadership.

Identiy methods or eective problem-solving approaches to decision making

and potential pitalls.

Implement methods or evaluating, reprimanding, and counseling audit sta.




additiONal iNteRpeRsONal skills

cOuRses yOu May beNeFit FROM:

Audit Reports: Better Design,

Faster Delivery

Control Sel-assessment:

Facilitation Skills Creative Problem-solving Techniques

or Auditors

Eective Writing or Auditors


YourTraining


25/40

ann & imronbn pro (NEW)

Gain the tools and techniques that can be used in anyprocess analysis engagement.

The best way to build business process analysis skills is by doing the work, and this

course is ull o hands-on applications using case studies and the participants

understanding o their own processes to apply these tools and techniques oten.

For sta auditors, it will provide solid instruction on how the tools can be used to an-

alyze any environment. For auditors-in-charge, it will provide an arsenal o tools that

can be used in completing audit assignments. For audit managers, it will provide

the inormation necessary to direct others in completing these analyses as well as

demonstrate how to appropriately review the completed work.


Apply the concepts o objective and risk to any process.

Apply the concept o process components to the review o individual processes.

Employ process mapping techniques to produce a visual depiction o any

process and be able to identiy opportunities or improvement.

Apply customer mapping techniques to the examination and analysis o

business processes, ocusing on improving the organizations interaction with

customers.

Use concepts, techniques, and skills learned in spaghetti mapping to analyze

process workfows and identiy opportunities or improving the workfows. Model concepts, techniques, and skills learned to optimize accountabilities

and responsibilities in business processes.



These courses equip you to analyze, manage, and improve

processes in order to meet business and stakeholder objectives.

busiNess acuMeN

additiONal busiNess acuMeN


Assessing Risk: Ensuring Internal

Audits Value

Communication Skills or Auditors

Creative Problem-solving Techniques

or Auditors

Leadership Skills or Auditors

Lean Six Sigma Tools or Internal Audit

Fieldwork

Lean Six Sigma Tools or Internal Audit

Planning



26/40

cr tnn or inrn aor

proj Mnmn tnq

Develop or reresh amiliar concepts o critical thinking, proessional skepticism,and proessional judgment.

Learn and apply critical thinking concepts to planning and executing an audit, to being alert to negative indicators during an

audit, and to judging the signicance o issues and how to report them. Apply these concepts to various stages o an audit

rom preparation and planning, to assessing and testing, to communicating and reporting.


Develop a proessional judgment ramework.

Demonstrate critical thinking.

Apply business risk assessment concepts to planning

and interviewing.

Interpret concepts o assessing and testing.

Determine suciency o evidence.

Identiy when to expand testing.


Review audit scenarios and options or course o

action.

Describe eective evaluation and documentation o

ndings CCCER: Criteria, Condition, Cause, Eect,

Recommendation.


Assess the value o applying project management tools and techniques.

Apply the knowledge, skills, tools, and techniques that enable a project team to balance the demands o scope, time, cost, qual-

ity, resources, and risk to produce a product, service, or result that meets stakeholder needs, expectations, and specicationswith eective project management.


Plan the scope, time, and cost management o the

audit engagement.

Identiy quality, human resources, communications,

and risk management issues.

Lead a project team.


Monitor and control scope, change, perormance, and

risk management as well as time and cost manage-

ment earned value in an audit engagement.


busiNess acuMeN


YourTraining


27/40

ln s sm orinrn a pnnn (NEW)

Employ Lean Six Sigma methodology during an internal audit engagement.

Gain exposure to some o the basic Lean Six Sigma tools that can be used during the planning phase o an

internal audit to enhance audit eectiveness, provide deeper insights into business operations, and identiy process

streamlining opportunities.

The undamental objective o the Lean Six Sigma methodology is the implementation o a measurement-based strategy that

ocuses on process improvement and variation reduction. Lean Six Sigma seeks to improve the quality o process outputs by

identiying and removing the causes o deects (e.g., errors) and minimizing variability in business processes by using a set o

quality management and statistical tools.

These tools can be used independently or in conjunction with existing audit methodologies, tools, and techniques. Participants

will have the opportunity to practice and apply the skills learned during the course through case study and exercises, which

should enable them to integrate the tools and techniques into their audit engagement activities.

uon omon o pnnn or, o w o:

Correlate the Lean Six Sigma methodology to the phases o an internal audit.

Prepare a project charter that states the scope, outlines the objectives, and delineates the roles and responsibilities

or a project.

Complete a RACI diagram that is useul or clariying decision-making assignments in cross-unctional/departmental

projects and processes.

Produce a SIPOC diagram that captures key suppliers, inputs, process steps, outputs, and customers o a selected

process.

Map the value stream o a given process to analyze the fow o materials and inormation required to bring a product or

service to a customer.

Construct an as-is spaghetti diagram adapted rom a process fowchart that highlights the number o key steps and

spatial relationships o a particular process.

Perorm a waste walk and recognize common wastes in a business process.

Utilize the 5S workplace organization methodology to assess work space eciency and eectiveness.



These courses enable you to develop, plan, and implement strategic

solutions that achieve organizational objectives.

stRategic thiNkiNg



28/40

ln s sm orinrn a Fwor (NEW)

Employ Lean Six Sigma methodology during an internal audit engagement.

Gain exposure to some o the basic Lean Six Sigma tools that can be used during the eldwork phase o an internal audit to

enhance audit eectiveness, provide deeper insights into business operations, and identiy process streamlining opportunities.

The undamental objective o the Lean Six Sigma methodology is the implementation o a measurement-based strategy that

ocuses on process improvement and variation reduction. Lean Six Sigma seeks to improve the quality o process outputs by

identiying and removing the causes o deects (e.g., errors) and minimizing variability in business processes by using a set o

quality management and statistical tools.

These tools can be used independently or in conjunction with existing audit methodologies, tools, and techniques. Participants

will have the opportunity to practice and apply the skills learned during the course through case study and exercises, which

should enable them to integrate the tools and techniques into their audit engagement activities.

uon omon o Fwor or, o w o:

Correlate the Lean Six Sigma methodology to the phases o an internal audit.

Use a control chart to determine process capability.

Apply Eliyahu Moshe Goldratts Theory o Constraints to identiy and resolve process bottlenecks.

Employ a cause-and-eect (Fishbone) diagram to determine the root cause(s) o process breakdowns.

Practice the Five Whys technique or drilling down to the ultimate root cause o issues.

Build a Pareto chart to assist with highlighting the vital, most common causes o deects in a given process rom

among the various other causes.

Construct a to-be spaghetti diagram that streamlines the number o key steps and spatial relationships o a

particular process.

Use Poka-yokes to build controls into rather than onto a process.



stRategic thiNkiNg

additiONal stRategic thiNkiNg


Analyzing & Improving Business

Processes

Critical Thinking or Internal Auditors

Project Management Techniques


YourTraining


29/40

additiONal specialized

discipliNe cOuRses yOu May

beNeFit FROM:

Assessing Your Organizations Risk

Management Process

Auditing Derivative Strategies

Auditing Investment Activities

Auditing the Cloud

Contract Auditing

Corporate Governance: Strategies or

Internal Audit

Financial Auditing or Internal Auditors

Health Benets Administration Auditing

Human Resources: Auditing Your HR

Function

Operational Auditing: Evaluating the

Supply Chain

Operational Auditing: Evaluating

Procurement and Sourcing

Operational Auditing:

Infuencing Positive Change

Sarbanes-Oxley Primer:

Charting Your Course

Sarbanes-Oxley: Assessing IT Control

d an orinrn aor (NEW)

Improve the eectiveness o your audit planning.

In order to have a cost-eective and value-added audit, you need to make maximum

use o the tools available to the auditor in planning. Learn about the analysis o

large data sets, particularly how to summarize data, display data, and determine the

appropriate measures or describing data. The course includes determining the types

o evidence needed and the various evidence collection methods. Ensure that your

results can be generalized to total populations.


Evaluate shapes o distribution relevant to their important characteristics.

Determine which measure o central tendency and variation to use based on

the requency o distribution.

Evaluate the important dierences between a set o data and a chosen bench-

mark standard using shape, central tendency, and variation.

Determine when to use correlation and linear regression.

Determine the type o evidence needed to evaluate the eectiveness o controls

and their appropriate evidence collection.

Discuss the dierences among census, judgmental, and random sampling.

Create a questionnaire.

Identiy evidence collection methods and tools as well as data collection that

can be perormed with allotted resources.

cor dron: 1 day / cpe hor a: 8


These courses equip you to enhance your expertise within specic

audit disciplines.

specialized discipliNes



30/40

bn sn Q prorm

Create the oundation or a cost-eective quality assurance and improvementprogram (QAIP) or your internal audit activity.

Identiy opportunities to improve your internal audit activitys ability to add value and improve operations and develop

actions to move orward on the path to quality. This is one o two IIA courses designed to assist participants with their internal

audit activitys ability to comply with Standard 1300. It ocuses on how to build quality into your internal audit activity and

create a cost-eective ongoing review program (Standard 1311). This course will also help participants determine where they

are on the path to quality and their level o readiness or an external assessment.


Link internal audit QAIP to other concepts o quality

such as TQM, ISO, and Six Sigma.

Determine roles or internal audit related to risk

management, control, and governance.

Create a oundation or a cost-eective quality

assurance and improvement program.


Discover common QAIP challenges as well as how to

overcome them.

Determine options or an external quality assessment

as well as selection criteria to consider.

Develop or validate external quality assessment plans.



prormn an eQ amn

Realize the benefts o an eective quality assurance and improvement program.

This is one o two IIA courses designed to assist participants with their internal audit activitys ability to comply with Standard

1300 and, more importantly, realize the benets o an eective QAIP. This course ocuses on the assessment process that is used

in a periodic internal assessment (Standard 1311) and an external quality assessment (Standard 1312).


Discuss the overall structure or ramework or Quality

Assurance (QA) activities.

Analyze inormation gathered with QA tools used during

the planning and perormance phases o the QA process.


Communicate QA results using reporting ormats

and tools.



YourTraining


31/40

s smn orinrn aorExamine the concept o strategic sampling.

Appropriate or audit executives, audit managers, and auditors in both public and private sectors, the course includes dierent

methods o random sampling (simple, stratied, dollar unit, stop/go) and non-random sampling (quota, judgmental); explains

how to calculate sample size and adjust or population size and resource constraints; and examines the concept o strategic

sampling to get the most inormation or minimum cost, including how to combine results and extrapolate, and what to report.

Time is provided or participants to raise issues and concerns they are currently acing in todays environment and to apply

what they have learned to audits currently underway, particularly typical challenges aced by auditors in sample selection, datainterpretation, generalization, and representativeness.


Employ random sampling techniques.

Identiy non-random sampling techniques.

Apply the binomial equation ormula to calculate sample size.

Employ methods or adjusting sample size.

Practice combining results, given a scenario.

Describe elements within the report.

Track key inormation at a high level throughout the planning phase.

cor dron: 2 days

cpe hor a: 16



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32/40

At Vision University,

chie audit executives

and those who aspire

to be are engaged

in a proessional-

ly acilitated, our-day executive

development program guaranteed

to be the right mix o education and

proessional networking.

Here youll gain a CAE Strategic

Framework to help you meet client

expectations in areas o corporate

governance, risk management, and

control that encompass:

A unctional structure or help-

ing management and the board

o directors meet organizational

goals and objectives.An in-depth understanding o

current auditing trends, best

practices, and issues.

A modern application o The

IIAs International Standards or

the Proessional Practice o Inter-

nal Auditing (Standards).

Tools, techniques, and strategies

or meeting the challenges o

todays internal audit proession.

Your investment in Vision University

is one that practically pays or itsel

and is a remarkable value or the

money at an all-inclusive* ee o US

$3,995 or IIA members and

US $4,225 or non-members.

In return, youll earn 28.5 CPE

credits, plus these valuable benets:

Full-year membership in the

Audit Executive Center at the

Proessional Level, valued at US

$1,700, which will set the stage

or you to connect with other

experienced CAEs to achieve

career success.

A US $1,000 git certicate

redeemable when booking

your next IIA On-site Training

program.

A US $500 git certicate to

The IIA Research Foundation

Bookstore.

A voucher worth US $100 o

your next General Audit Man-agement (GAM) Conerence

registration ee. Considered the

essential experience or CAEs,

GAM brings together audit

committee and board members

with nancial and executive

management rom all over the

world to share insights, discuss

challenges and strategies,

and network.

A one-year complimentary

IIA membership (valued at

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non-members, including a

subscription to the proessions

most prestigious journal,

the award-winning Internal

Auditormagazine.

Youll also enjoy an evening recep-

tion, breakasts, and luncheons and

several opportunities conducive to

establishing lasting relationships

among industry peers with whom

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YourTraining


33/40

inrnon proon prFrmwor (ippF) u or 2013The IPPF 2013 edition eatures The IIAs Denition

o Internal Auditing, Code o Ethics, Standards,

and Practice Advisories in hard copy and all IPPF

elements on CD-ROM.

swr g or inrn aor,6 eonThis 6th edition is a three-volume set providing

insight on Sawyers philosophy and emerging

issues and trends o the internal audit proession.

t pronr brn oconron anAll you could ever want to know about construction

auditing the title says it all!

ann Ornon gornn:inrn a RoA how-to or adding value to organizations through

advancing organizational governance practices.

10 k tnq o imro tmproAn increasing body o knowledge is emerging

regarding team dynamics. Youll benet romtechniques to increase team productivity and

energize perormance.

enrr R Mnmn:an n snn sYour roadmap or translating complex ERM

concepts into concrete guidance.

comn arn: c s on ho aro o Ornon

gornnInternal audit researchers have provided an in-depth look at how six multinational organizations

are in the process o implementing and beneting

rom combined assurance.

cr, im, s: drn aRor t MrTake advantage o the realistic examples and

practical checklists that bring the concepts alive

and aid your team in producing timely, clear audit

reports with impact.

t Mrn sr: a R ngornn g o bn brnLearn how these two opposites can work together to

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abOut the cOMpaNyNordstrom, Inc. is one o the leading ashion retailers

based in the United States. Founded in 1901 as a shoe

store in Seattle, Nordstrom operates 240 stores in 31

states, including 117 ull-line stores, 119 Nordstrom

Racks, two Jerey boutiques, one treasure&bond store

and one clearance store. Nordstrom also serves custom-

ers through Nordstrom.com and Nordstrom catalogs.

Additionally, the Company operates an online private

sale marketplace through its subsidiary HauteLook.

Nordstrom, Inc.s common stock is publicly traded on

the NYSE under the symbol JWN. In 2012 Nordstrom

ranked 61 in Fortune Magazines 100 Best Companies

to Work For.

the challeNgeThe IIAs On-site Training team was asked by Nord-

stroms Vice President o Internal Audit Dominique

Vincenti to develop a solution to transorm the skills

o its 29-member audit team in order to perorm more

eective audit engagements. Vincenti ound hersel

playing catch up in her eorts to align the internal

audit unction with various stakeholders needs upon

assuming leadership o the team in 2010. In addition,

audit services, activities, and outcomes were not provid-

ing the breadth and depth needed to increase eciency,

reduce exposure, and add value enterprise-wide.

The goal was to build an agile team o strong proession-

als, thus requiring a robust and rich common base o

skills and competencies.

Annual sel-assessments, where each person on the

team would refect on their individual competencies

and dialogue with a manager, were used to identiy skills

required to perorm in the current position and advance

their careers.

However, Vincenti needed a partner to help her systemat-

ically respond to advancing essential team-wide develop-

ment needs. Consequently, training eorts were ocused

on subject matter that everyone needed to master.

stRategyIn response to Nordstroms strategies and change

initiatives, a collective analysis o the audit departments

existing talent mix was undertaken and compared against

competencies needed based on projects they were

expected to accomplish in the short and long term.

The result was a broad but specic list o needs to

assist in identiying the proessionals who would help.

Collaborating with an onsite specialist, acilitator, and

an instructional designer, ndings were analyzed to

dene the structure and key learning objectives via an

iterative process, including brainstorming with the client

at each stage. From that a basic outline o training was

developed.

The back and orth validation ensured that we were on

track. An enjoyable process, every step o the way, I had

condence I was consulting with someone who had a

depth o understanding o the issues, given the huge pool

o proessionals The IIA could tap into, Vincenti said.

While o-the-shel training was suitable or basic and

critical knowledge that needed to be maintained such

as writing skills and undamental audit methodology

or specic contextual needs, customization was

necessary.

Customized courses, with relevant industry reerences,

in process engineering and operational research, Lean Six

Sigma, eective communications, and creative auditing

were devised to ll the gaps in their competency mixand needs.

ON-site tRaiNiNg custOMizatiON case study:

Nordstrom Inc.


YourTraining


35/40

Also identied was a need to master

surveys and questionnaires. Whilethis in-depth technical knowledge

wasnt available rom The IIA, the

acilitator recommended an expert

rom Gallup.

MethOds aNd appROachFor each training event, there was

a theoretical download ollowed

by a hands-on lab using real-lie

challenges the Nordstrom internal

audit team was currently acing.

On-site Training was held at a cen-

tral location, allowing the ull team

to be brought together. As a whole,

the team would hear a consistent

training message and master the

skills everyone needed to know.

ObJectives cleaRly deFiNedProject Management Skills or

Internal Auditors

Once individuals were trained in

project management they would,or the ollowing year, have all

internal audits completed in time

and on budget.

Lean Six Sigma or Internal Audit

Planning and Fieldwork

The collateral or indirect expected

outcomes would be that a growing

number o audit ndings would

be quantied in terms o value tothe business.

Powerul Written Communications

or Internal AuditorsWhile they sought to improve the

groups writing skills in relation

to the Standards, the broader goal

was to ocus on the best course or

communication overall

not just in audits ensuring greater

understanding o enterprise-wide

stakeholder needs so communica-

tions would be shaped to tell the

best story and the recipient(s) would

thereore be impacted.

Creative Problem Solving or Auditors

The goal was or the team to realize

that creativity is as critical in the

perormance o internal auditing

as analytical skills. In retrospect,

Vincenti concluded that this partic-

ular course would have generated

more benet had it been scheduled

later in the transormation process,

as they were working to assimilate

other training.

OutcOMesHaving the instructor as a sounding

board helped us refect on our

current practices, generate ideas,

and benet rom a subject matter

expert who was able to ampliy

examples i greater explanationwas needed. Someone who had

seen, tried, and done could have

immediate eedback on key success

actors, said Vincenti.

Its rare that the entire team is

in one room and working together,

and one o the payos o the

all-team ormat is the synergy

and dynamics that emerge throughthe bonding and building that

happens. You witness something

special when individuals are able

to identiy colleagues with natural

abilities and other strengths they

can tap into as a support going

orward, she said.

RetuRN ON iNvestMeNtThere is a specic ROI ater every

training event based on the type o

training conducted, said Vincenti.

We actually monitor and measure

whether the training translates into

new behaviors we want everyone

to display, and it will be addressed

in their perormance evaluations.

For example, Lean Six Sigma was

conducted in January 2012, and

our scal year starts in February

2012. Individuals will be expected

to demonstrate their use o the Lean

Six tools, speak to the benets o

doing so, and extract evidence rom

their experiences.

She nds that the greatest return on

investment is the training rhythm

and program balance shes been

able to strike between training theentire team and managing individual

perormance.

cONclusiONOver the past three years, I can

track the percentage o improve-

ment in our overall competencies

as a team. From baseline, our bar is

to improve by 10 percent each year.

(Continued on page 36.)

tr fROi r r rnn

n on ornn on.



36/40

And its actually hard to improvethe overall skill mix by 10 percent

because a side eect o ongoing

assessments is that people are

harder on themselves and will

challenge and push even urther.

As soon as we move the needle,

we move it even urther, said

Vincenti, who strains against the

notion that her team is employing

best practices, saying instead that

theyre integrating better practices.

There is a collective realization

that theres always room or

improvement.

Its critical to assess on an ongoing

basis where we are, where we need

to be, and how we will get there.

Ongoing training osters a healthy

skepticism that keeps everyone

resh, on their toes, and guarded

against complacency, she said.

GENEral audIT MaNaGEMENTCoNFErENCE

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As a conerence delegate, youll tap into the real-world perspectives

o audit leaders representing globally recognized and Fortune 500

organizations including Home Depot, OceMax, Saeway, Oce Depot,American Express, Dow Chemical, MetLie, United Airlines,

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Taking GAMs center stage is Dr. Robert Kriegel,

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Speakers are chosen or their expertise, proessionalism, and abilityto successully transer knowledge. The orward-looking topicsrange rom leadership skills, legislative and regulatory issues, totechnological advances, and everything in between.

The atmosphere aords participants the chance to refect andexperience a depth o understanding and insights into internal auditnot to be ound anywhere else.

Plus youll expand your own expertise and gain an invaluable networkthat will be indispensible to you in your career.

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(Continued rom page 35.)


YourTraining


37/40

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aron bmor ho / pon, azRemain at the oreront o your organizations GRC eorts

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know what it takes to build and lead a high-perorming

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Hone your skills and proessionalism in a regionally ocused

training opportunity led by multi-sector subject matter experts.

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38/40

It is no secret that proessionals with more experience

and more education are best positioned or promotions

and make more money. According to Ror h

2013 sr g, nn on omn , n

2013 roj r or nrn or w

1-3 r o rn w rn rom $52,750

$77,000, w nrn mnr r roj

o rn $81,500$132,250. Gaining enough experience

to qualiy or a management position can take years.

In the meantime, consider increasing your earning

potential by pursuing proessional certication.

Robert Hal s 2013 Salary Guide cited The IIAs

Certied Internal Auditor (CIA) as one o todays

in-demand certications. The CIA exam is administeredthrough a computer-based testing platorm at more

than 500 sites around the world regularly throughout

the year. In addition to the CIA designation, The IIA

also oers specialized designations including the Cer-

tied Government Auditing Proessional, Certied

Financial Services Auditor, Certication in Control

Sel-Assessment, and Certication in Risk Manage-

ment Assurance. Beyond the personal satisaction that

comes with earning a designation, there are important

reasons to consider making this part o your proessionaldevelopment plan.

crf proon ern Mor MonAccording to The IIAs 2012 Internal Audit Compensation

Study (Study), the median salary o auditors who hold

their CIA designation is as much as 40 percent high-

er than peers without the credential. Additionally, the

Study ound that internal auditors who are certied in

one or more areas are paid more than their noncertied

counterparts. The Study ound that the median salary

or noncertied internal auditors was $20,000 less than

those who have earned a proessional designation.

hon crfon On MorJo OornI you are looking or ways to get your resume to the top

o the stack, consider how earning the CIA or a special-

ty designation can make you stand out to an employer.

Showing the initiative to become certied demonstrates

your commitment to proessionalism and, in some cases,not being certied can eliminate you as a candidate or

a position. In act, 55 percent o respondents to The

IIAs Study who held the CIA designation indicated that

certication was recommended or required or career

advancement.

ernn proon crfon dmonr commmn o enNot only will you gain invaluable knowledge by going

through the process o earning a proessional certica-tion, you will set yoursel apart rom your peers and build

tO eaRN a pROFessiONal iNteRNal audit ceRtiFicatiON

ReasONsCompelling3


YourTraining


39/40

credibility with supervisors. There is

also a good chance that your organi-

zation will pay or part or all o thecost. More than 75 percent o Study

respondents indicated their compa-

nies nancially supported certica-

tion by covering the cost o exams,

study materials, or maintenance

ees. In addition, your organization

may provide paid time o to study

and sit or exams, so inquire about

what support your organization

oers to maximize this benet.

Finding the time to study and sit

or the exam is a hurdle or many

practitioners. The CIA exam is

transitioning rom a our-part to a

three-part exam. The transition will

be ully implemented by mid-2013.

The three-part exam is a ormidable

challenge, but one which oers

fexibility, as candidates have our

years rom the original application

approval to complete all parts. Set a

target date to have all parts com-

pleted and create a plan o attack to

meet your deadline. You can sit or

all three parts at once which re-

quires a greater upront investment

o time or take one exam part at a

time, committing to sit or one part

every quarter or even every year to

ultimately earn your certication.

Only you can answer the question

o what amount o time you have

to dedicate to the eort. An all or

nothing approach may be what best

suits your learning style and comort

level. Regardless o whether you

plan to tackle all three parts in one

ell swoop or ease your way through

the process by breaking them up,the important next step is to set a

deadline and create a plan to meet it

that works or you.

brnn i a torCareer management is both a chal-

lenge and an opportunity. For inter-

nal auditors eeling the pressure to

keep pace with increasing demands

and evolving expectations, it is more

than a ull time job just to stay on

top o these responsibilities. In thewake o this pressure, ocusing on

proessional development and career

management can all by the way-

side. However, keep in mind that

the most eective way to serve your

organization is to gain the necessary

knowledge and sel awareness to

allow you to add value. Think o it

as putting yoursel in airplane mode;

secure your oxygen mask beoreassisting others.

Put your internal audit career on the

path to success and keep in mind

that any strategy takes times to or-

mulate, implement, and rene.

For mor normon

o n ot iia roon

omn oorn,

www..or/crfon

comron o Mn inrn a sr crfon

CERTIFICATION (US) 2012 CERTIFICATION (CANADA) 2012

CIA $90,599 CIA $104,500

CCSA $103,773 CCSA *

CGAP $88,005 CGAP *

CFSA $105,

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