The Internal Audit profession has evolved into a strategic, insight-driven function that strengthens governance, risk management, and organizational performance. This article equips new and mid-level Internal Audit professionals with the practical, real-world audit and fraud detection skills required to succeed from day one.
Over my career, I have attended dozens of CPE seminars, trainings, and in-house capacity-building sessions. Although these events are often informative, they rarely translate into improved performance. Audit staff who could be classified as low or medium performers often show little change afterward—they retain the same habits that prevent them from advancing.
Much of today’s training focuses on the facts and information needed to pass certification exams. For example, I recently attended a seminar on the updated 2024 IIA Professional Standards with my team. While the content was useful, I observed no noticeable improvement in their day-to-day performance. When I speak with successful auditors and leaders, they almost always credit a mentor—not a course—for giving them the insights that shaped their careers. This made me realize that the “inside information” I share when mentoring junior and mid-level auditors may be more valuable than traditional training.
Many auditors who struggle to advance can trace their stagnation to four core issues—issues rarely addressed in formal training.
- Soft Skills
Soft skills are often the biggest differentiator between average and high-performing auditors. This category includes:
- Professional communication and email etiquette
- Professional appearance and courtesy
- Conflict resolution
- Managing auditee relationships
- Navigating difficult personalities
- Anticipating challenging questions or situations
These skills determine how effectively an auditor can influence, persuade, and build trust—capabilities that no certification exam can teach.
2. Time Management
Time management failures are one of the most common performance gaps. I have seen auditors travel to the field unprepared, spend one or two weeks onsite, and return with only half the audit completed. In some cases, auditees have complained that staff left the field without conducting an exit meeting to discuss preliminary findings. These issues undermine credibility and delay the audit cycle.
3. Multi-Tasking and Problem Solving
A strong auditor should be able to manage two to three audits simultaneously. Many engagements involve downtime while waiting for information, approvals, or data. Effective auditors use this time wisely and leverage modern tools—including AI—to support:
- Audit planning
- Fieldwork and testing
- Document reviews
- Workpaper editing
- Draft report preparation
Even with proper planning, audits rarely go exactly as expected. Strong problem-solving skills are essential when an audit hits a snag.
4. Adaptability and Continuous Learning
In today’s environment, there is no excuse for auditors not knowing how to perform essential tasks. With AI, online tutorials, and platforms like YouTube, auditors can quickly learn how to:
- Use Excel pivot tables
- Apply data analytics tools
- Build dashboards
- Leverage AI for audit tasks
Richard Kocik, CPA, CFE, CIA, CISA
Mr. Kocik brings his substantial experience in combating fraud and corruption in international aid projects to the IACRC as its lead Advisory Board member.
He has onsite and up-close experience leading and directing internal audit units with the United States Agency for International Development, Office of Inspector General, Catholic Relief Services and the Consultative Group on International Agriculture Research. He holds certifications in public accounting, fraud examination, internal audit, risk management and information systems audits. During his career, he has traveled to over fifty countries, lived and worked overseas, and has taken part in 180 audits and investigations.