We currently have 5 distinct generations in the workplace, including in internal audit and compliance departments. A recent Deloitte survey predicts that Millennials will make up 75% of the global workforce in the next few years, which includes our audit staff. From a management perspective, we need to blend the realities of the work we do with the challenges of working in a multigenerational staff. This presentation will highlight the challenges faced by audit management when incorporating multiple generations into a department, and focus on approaches we can take to ensure each group has a successful integration into our multigenerational team. • Establish a baseline understanding of differing generational skills • Identify the skill gaps and training needs for generational inclusion • List changes that may be necessary within our departments.

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Embracing
Multigenerational
Teams in Audit
Toby DeRoche MBA, CIA, CCSA, CRMA, CICA, CFE
Senior Market Development Consultant
About Jim Kaplan, CIA, CFE
 President and Founder of AuditNet®,
the global resource for auditors
(available on iOS, Android and
Windows devices)
 Auditor, Web Site Guru,
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 IIA Bradford Cadmus Memorial
Award Recipient
 Local Government Auditor’s Lifetime
Award
 Author of “The Auditor’s Guide to
Internet Resources” 2nd Edition
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About AuditNet® LLC
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Topic Overview
We currently have 5 distinct generations in the workplace, including in
internal audit and compliance departments. A recent Deloitte survey
predicts that Millennials will make up 75% of the global workforce in the
next few years, which includes our audit staff. From a management
perspective, we need to blend the realities of the work we do with the
challenges of working in a multigenerational staff.
Embracing Multigenerational Teams in Audit 7
Presentation Objectives
This presentation will highlight the challenges faced by audit management
when incorporating multiple generations into a department, and focus on
approaches we can take to ensure each group has a successful integration
into our multigenerational teams.
In this presentation we will:
 Establish a baseline understanding of differing generational skills
 Identify the skill gaps and training needs for generational inclusion
 List changes that may be necessary within our departments
Embracing Multigenerational Teams in Audit 8
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Understanding Generational Skills
Today’s Workforce
 Traditionalists: born before 1946
 Baby Boomers: born between 1946 and 1964
 Generation X: born between 1965 and 1976
 Generation Y (Millennials): born between 1977 and 1997
 Generation Z: born after 1997
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Pick the generation
Jack is married and has two children. He has little interest in politics
or social issues and is generally conservative. He likes sailing and
solving puzzles. Jack’s favorite band is the Beatles and his favorite
movie is The Matrix.
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POLLING QUESTION 1
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Stereotypes
 Once we accept a stereotype, we
have to unlearn that way of
thinking
 Stereotypes cause a leap to
judgement without evidence
Embracing Multigenerational Teams in Audit 13
Generational Skills???
 Generational skills are a stereotype…there is no such thing
 We each have our own skill sets that change over time with education
 The only way to know a person’s skills are to understand the individual
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Generational
Experience
 While stereotypes should be avoided, we can
look at a generation as a group with shared
experience.
 For example, it may be fair to assume that
a younger generation has received more
technology training in school
 Assumptions must still be confirmed
in discussion and evidence
Title of presentation 15
Strategies for Success
In an article for Harvard Business Review, Rebecca Knight offers some
practical advice that can help ensure positive interactions:
 Don’t dwell on differences
 Study your employees
 Build collaborative relationships
 Create opportunities for cross-generational mentoring
 Consider life paths
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Skill Gaps and Training Needs
Management Style
 Be prepared to teach interview skills
 Do not assume good writing skills
 Change your process for giving criticism
 Provide the opportunity for continued training
 Set clear expectations for promotions
 Consider the impact of working remotely
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Interview Skills
 Millennials may seem reluctant to
engage in face to face meetings
 Defaulting to communication tools
that are most convenient is not the
same as avoiding meetings in
person
 Teach the importance of non-verbal
cues
 Consider implementing an
interview program using WebEx,
Skype, or other meeting
technologies that are available
Embracing Multigenerational Teams in Audit 19
Pick the generation
Jill is a certified internal auditor who has worked in public
accounting and for a fortune 100 company. She has an Allstar profile
on Linked In, 2058 friends on Facebook, and she is sitting in this
room.
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POLLING QUESTION 2
Writing Skills – Email
 Our primary writings are now emails
 Education on appropriate business communication techniques will improve both
those who overly rely on email and those who could use it more effectively
 Writing an audit report is a unique skill that is not typically taught in college, even in
audit specific programs
 Teach the basics:
 Explain briefly and clearly a description of the scope and background
 Issues should include common elements such as criteria, condition, cause, and
effect, along with recommendations and management’s action plan
 Training for audit report writing should also cover all your department’s own
writing style and tone
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Embracing Multigenerational Teams in Audit 23
POLLING QUESTION 3
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Writing Skills – Audit Report
 Writing an audit report is a unique skill that is not typically taught in
college, even in audit specific programs
 Teach the basics:
 Explain briefly and clearly a description of the scope and background
 Issues should include common elements such as criteria, condition,
cause, and effect, along with recommendations and management’s
action plan
 Training for audit report writing should also cover all your
department’s own writing style and tone
Embracing Multigenerational Teams in Audit 25
Giving Criticism
 Some on staff seem to need endless reassurance and only positive
feedback
 Probably seeking out any feedback available, positive or negative, so
they can make improvements, and they work hard to ensure the
feedback to do receive is positive in nature
 Others appear to avoid any conversation about performance
 May feel that “no news is good news”
 Delivering constructive criticism should be a mandatory training for your
departmental managers
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Departmental Changes
Continued Training
 Develop staff in both technical
skills and soft skills
 Include both basic skill sets
pertaining to audit and emerging
trends such as data analytics
 Establish clear rules regarding
spending for training and ongoing
education
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Promotions
 Set clear expectations for promotions
 We live in a world where achieving a goal results in a reward
 Every video game ever made is based on a system of reward for
achievement. If you collect enough experience points, you reach the
next level
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Embracing Multigenerational Teams in Audit 30
In the manager’s mind,In the manager’s mind,
telling the person that they
have met or exceeded
expectations means that
they are on their way to
being a good auditor,
probably over the next 3-5
years
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Embracing Multigenerational Teams in Audit 31
In the employee’s mind, they
have met the goal and can
now move on to the next
level, probably immediately
Remote Work
 You hand a new hire a laptop, email and instant message software, a VPN
token, and a company issued cell phone on their first day. Then you tell
them to carry this mobile command center into the office every day
 Some work best with less office noise
 Others thrive in an social environment
 Can you be flexible to accommodate both?
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Perform a Skills Inventory
 Natural inquisitiveness
 Persuasiveness
 Change management proficiency
 A service orientation
 An ability to recognize and respond to
diverse thinking styles, learning styles and
cultural qualities
 A global mindset
 Analytical and critical thinking
 Communication skills
 IT general skills
 Risk management
 Business acumen
 Integrity
 Relationship building
 Partnering
 Communication
 Teamwork
 Diversity
 Continuous learning
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