Mentoring in Internal Audit Organizations

• In Event: Breakfast with Research Round Table Forum
  In Workshop: Table 4

Abstract

In general, auditing is unique regarding established relationships between staff auditors and audit management. Many larger organizations place employees in formal one-to-one relationships with their immediate supervisors. Other times employees may form indirect relationships with experienced individuals. While such relationships usually follow the organization’s direct reporting responsibilities, internal auditors often find themselves in many relationships—as they often work on various engagements with many different supervisors and, possibly, different managers. These relationships may be confusing to beginning auditors who have not been in such an organization, have little experience with corporate culture and politics, and are concerned about their organizational positions and the future of their careers.
Mentoring forms a valuable tool to meet organization goals—providing an excellent method to motivate staff, increase productivity, attract high-quality personnel and reduce turnover. Internal audit organizations can adapt mentoring primarily as a means to attract and cultivate the most qualified young employees and to prepare young professionals to take their place in the leadership of the internal audit function and the profession. Successful mentorship program can address today’s competitive environment and provide a foundation for the internal audit function to develop employees and meet the long-term goals of the organization.

Authors

• David H Sinason, Northern Illinois University

• Alan Reinstein, Wayne State University

• Timothy J Fogarty, Case Western Reserve University