Talent is a major issue for today’s business leaders and Heads of Internal Audit are no exception.
It’s also one of the Eight Attributes of Internal Audit Excellence that PwC has identified and continues to promote as part of championing the Internal Audit profession.
An expanding risk landscape is also increasing stakeholder expectations and creating demand for specialist experience such as cyber security or auditing culture and behaviours.
Alongside this sits the already challenging task of attracting the right calibre of core Internal Auditors into a function that aspires to be ‘trusted advisor’ status, but all too often suffers from the perception of being ‘corporate policemen’ of the organisation with limited career opportunities.
We were keen to explore this tension in more detail. So we invited a diverse range of Internal Audit leaders and other stakeholders to come and discuss the topic with us in more detail.
Three themes came to the fore during the discussion:
The first being an optimal talent model. The second being the right value proposition and the third being strong leadership.
There are, of course, many other factors that can contribute to creating a highly effective Internal Audit function – one that not only meets, but exceeds, stakeholder expectations.
Ultimately, however, as our 2017 State of the Internal Audit Profession survey showed, it those functions that are agile and adaptive that will really survive and thrive in today’s challenging and complex environment.