With all the demands on executives, internal auditing is probably last on what makes their to-do list. If you cannot get an audience with your own executive to review internal auditing, it would be unlikely they would attend outside training. And even if you could get their interest, I doubt if top management would go to this type of training unless it was dedicated solely to and attended by other executives.
Bill Pflanz
FWIW:
I've never had a problem with getting managers (even top ones) interested in the topic of internal auditing, but rarely from the viewpoint of actually BECOMING TRAINED as an auditor.
I framed the situation this way:
- Top managers need to know what's going on in the organization
- The most efficient way to assimilate this information is if it comes in systematic bundles
- As managers, it is imperative to "work through others"
- Good managers use others to gather the information
- To assure the information is accurate and valid for use, it is necessary for ALL gatherers to use the same tools to ensure completeness and reduce variation in accuracy and validity
- Once the data is available, it makes sense to review the data in the most efficient way possible and make decisions whether to initiate an action [for correction or improvement] or to remain at status quo.
- Once a decision is made after the review, it makes sense to communicate that decision to all involved to ensure the most effective and rapid implementation possible.
THEREFORE:
Would you agree it makes sense to adopt a tried and true system for information gathering, review, and decision making rather than try to reinvent the wheel?
Remember, this system of internal audit and review is primarily aimed at auditing and reviewing the organization's processes to see how they jibe with the organization's PLANS for the processes. Internal audit is NOT LIMITED to confirming compliance with any international Standard, but may range enterprise-wide.