Motivation for IQA (Internal Quality Audit) Auditors

[AndyN]

In Reply to Parent Post by Sidney Vianna

What won't happen until there is a driver for it.

Not true at all! There are plenty of people who can demonstrate to management the value of doing effective internal audits, thorugh effective audit program management - long before management find a 'driver! If you understand human psychology you'll know that if you do the same thing over and expect a different result......

[Sidney Vianna]

In Reply to Parent Post by sandman23

i am thinking of giving them something (not monetary) that will uplift their morale and maintain the enthusiasm in doing the IQA activity.

Create an Award to be selected from all internal audit results. The award should be given to the auditor or audit team that provided the most beneficial feedback from the business perspective. Force your internal auditors to report internal audit results, in terms of conformance to requirements and opportunities for improvement as it affects business processes. Force your auditors to make the correlation between business risks and their findings (positive and negative).

Have the award delivered by the company's president (or top officer) and the ceremony internally promoted. This would send the message that top management is interested in the results of internal audits, PROVIDED they are presented from a business perspective.

Not all internal auditors would be able to operate with this mind-set, but for those that are, it becomes a mutually beneficial relationship (internal auditors and top management).

[vanputten]

Remove all barriers that prevent the auditors from doing an effective job. This may allow them to maintain some perceived (or actual) value to the organiztion. Ensure competency so audits provide actionable data to management. Give them useful tools and understanding (training, classes, experience, etc.) that allows them to to do something beneficial for the company instead of completing a pre-made checklist. Ensure that the audit process is effective in providing valuable information on potential future problems.

Selection of auditors should ensure that they come to the position with an interest and intrinsic motivation.

[arin_23]

Our esteemed covers have already suggested many ways of "bringing life" to your cross functional internal auditors. I am appending a few more:

1. In the KRA of individual auditors you can add a specific percentage , so that during performance appraisal they are evaluated on that parameter as well.

2. Nominate good performers for next high end quality training offered in the organizational level ( Let his/her performance be one of the selection criteria)

3.Let the best performers present the summary of findings to the top management.

4.Introduce the concept of a lead auditor in internal audit too, the best performers should be chosen as de facto lead auditor in the next cycle.

5.Provide them chance in liasion activities with the certification body, so that the interest factor grows among them.

Regards,

Arin