In today’s business environment, auditors are not just data analysts but also communicators and collaborators. Interpersonal skills have become increasingly important due to the complex nature of audits and the diverse stakeholders involved. But which interpersonal skills are we talking about? An auditor is described currently with the following qualities:
A good communicator, a great critical thinker, an active listener, leader, team worker, collaborator, a fantastic stakeholder manager, organizer, planner, great presenter, analytical thinker, empathic, impartial, open-minded, diplomatic, observant, decisive, versatile, perceptive, self-reliant, tenacious, able to act with fortitude, open to improvement, culturally sensitive, adaptable, resilient, a change agent, flexible, demonstrating ethical behavior and integrity, fair judgment, high business acumen, risk-based approach, having professional skepticism, able to connect the dots…
Needless to say, the above is not an exhaustive list.
Here are two provoking questions: Do we expect some of these qualities only from the auditors? And are some of them not more important than others when it comes to defining auditors?
Despite the undeniable role of every single one of the above-mentioned qualities, a challenge exists in having a concise and tailored list of critical interpersonal skills for auditors. A diverse and long list makes it difficult to define those in detail – more importantly, to focus on what really is needed – and manage the implications through the life cycle of auditors. There are certain obstacles that audit organizations have while attempting to operate within the present framework:
Recruitment:
• Without clear definitions of required interpersonal skills, recruiters may struggle to identify suitable candidates.
• Inconsistent assessment methods could result in overlooking critical interpersonal competencies during the hiring process, potentially leading to mismatched hires.
Onboarding:
• Ambiguity in defining interpersonal skills may impede the creation of targeted onboarding programs tailored to address specific competencies.
• New auditors may face challenges integrating into the team if there is a lack of clarity on the interpersonal expectations within the organization.
Continual Improvement:
• In the absence of well-defined benchmarks for interpersonal skills, auditors may find it challenging to gauge their performance and identify improvement areas.
• The organization may struggle to implement effective training programs to refine interpersonal skills due to a lack of clear criteria.
Stakeholder Management:
• Undefined interpersonal skills can result in inconsistencies in stakeholder interactions, potentially affecting stakeholder satisfaction and the reputation of the auditing organization.
• Difficulty in assessing and addressing gaps in stakeholder-facing skills may hinder the establishment of solid and long-term relationships.
Leadership and Coaching:
• The absence of a clear framework for assessing interpersonal skills could impede the identification and development of future leaders within the auditing team.
• Coaching programs may lack specificity, limiting their effectiveness in transmitting critical interpersonal skills from experienced auditors to newer team members.
Here is a set of proposed measures to remedy the concerns with the ambiguous framework for interpersonal skills management:
1. Define clearly the critical interpersonal skills relevant to auditing roles.
2. Implement robust assessment methods during recruitment and performance evaluations.
3. Develop targeted training programs to enhance interpersonal competencies.
4. Regularly review and update criteria for assessing interpersonal skills based on evolving industry demands.
By taking these actions, organizations can create a more effective and streamlined life cycle management process for auditors, ensuring that interpersonal skills are well-defined and systematically assessed and improved throughout their careers.
By Tülay Kahraman
January 08, 2024
