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IIA-CIA-Part2 | Certified Internal Auditor - Part 2, Conducting the Internal Audit Engagement

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IIA-CIA-Part2 - Certified Internal Auditor - Part 2, Conducting the Internal Audit Engagement - braindump

Vendor IIA
Exam Number IIA-CIA-Part2
Exam Name Certified Internal Auditor - Part 2, Conducting the Internal Audit Engagement
Questions 508 Q & A
Recent Update November 8, 2018
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IIA-CIA-Part2 exam Dumps Source : Certified Internal Auditor - Part 2, Conducting the Internal Audit Engagement

Test Code : IIA-CIA-Part2
Test Name : Certified Internal Auditor - Part 2, Conducting the Internal Audit Engagement
Vendor Name : IIA
Q&A : 508 Real Questions

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IIA IIA Certified Internal Auditor

Eight Exemplary inner Auditors Chosen for Honor | killexams.com Real Questions and Pass4sure dumps

ALTAMONTE SPRINGS, FL--(Marketwire - Mar 18, 2013) - The North American Board of The Institute of inside Auditors (IIA) is happy to announce the names of the 2013 inductees to the American corridor of unusual Audit Practitioners. This prestigious honor is awarded to American practitioners who have confirmed their leadership on a national degree and have made tremendous contributions to the evolution of the interior audit profession over the course of their careers. To be considered for the honor, an internal auditor need to exemplify high moral habits, integrity, ethical personality, carrier, and management.

"we are extremely happy with the illustration that these IIA participants in North america have set for inner audit professionalism, expertise, and leadership," stated IIA North American Board Chairman J. Michael Peppers, CIA, CRMA. "they have got carved out a direction to excellence and elegantly used their affect to form the panorama we practice in today."

The 2013 honorees are:

  • William G. Bishop, III, CIA - Posthumous historical inductee
  • Mortimer Dittenhofer, CIA - Emeritus inductee
  • Robert B. Hirth, Jr., CIA - Practitioner
  • Joel Kramer, CIA - Practitioner
  • Patricia Miller, CIA - Practitioner
  • Basil Pflumm, CIA - Emeritus inductee
  • Anthony J. Ridley, CIA - Emeritus inductee
  • Roderick M. Winters, CIA - Practitioner
  • Serving as IIA president from 1992 unless his premature passing in 2004, bill Bishop is still remembered for his mantra, "i'm proud to be an inside auditor!" Bishop grew to become lively in the IIA in 1982. during his tenure as IIA President, membership within the organization doubled and the variety of particular person becoming licensed quadrupled. he is one in every of most effective 4 recipients of The IIA's Lifetime success Award. His work adventure blanketed serving as manager of European auditing at Ford Motor Co., established auditor for American specific, and familiar auditor at Shearson Lehman Bros. He changed into frequent internationally for his ardour for and management of the world interior audit profession. Bishop served as a founding member of the Committee of Sponsoring agencies (COSO), and testified before such key corporations as the Securities and trade fee, the big apple inventory exchange, and the general public Oversight Board of the American Institute of CPAs. He served on the countrywide affiliation of corporate Director's Blue Ribbon commission on Audit Committees, and testified before the SEC's Blue Ribbon Committee on enhancing the Effectiveness of Audit Committees. In his identify and honor, The IIA analysis groundwork centered the invoice Bishop Memorial Fund, which makes The IIA's average body of skills (CBOK) examine possible.

    A member of The IIA due to the fact 1969, Mort Dittenhofer is a former govt accountant grew to become educator. He served on the team of workers at the U.S. widespread Accounting office (now referred to the govt Accountability workplace, or GAO) where he directed the construction and implementation of the government audit requirements. After retiring from the GAO and from the army as a full colonel, Dittenhofer taught accounting and auditing at Georgetown tuition for seven years and at Florida foreign school for 15. He additionally authored a few crucial books on executive auditing, ethics, and internal auditing. Dittenhofer got a lot of accolades over the years, together with the GAO's Meritorious carrier Award, The IIA's prestigious Cadmus Award and Leon Radde Educator of the year Award, and lifelong success awards from The IIA, the affiliation of government Accountants, and the American Accounting affiliation.

    Senior Managing Director of global interior auditing at Protiviti, Bob Hirth is a idea leader on the construction of audit processes for IT governance, ethics, fraud chance management, facts analytics, and first-rate assessment reviews. Hirth become instrumental in founding the global inner audit, chance and company consulting company in 2002. a popular speaker and prolific creator of main-edge articles on such themes as Sarbanes-Oxley, internal handle, risk, compliance, and the international requisites for the expert follow of interior Auditing, Hirth has been lively within the inner audit profession for greater than two decades. He has generously served as an IIA volunteer at quite a lot of degrees including serving on The IIA research foundation's board, and is at present serving a two-yr time period on the U.S. Public enterprise Accounting Oversight Board's Standing Advisory community.

    For more than three many years, Joel Kramer has been a riding force at the back of interior audit training. answerable for establishing inside audit curriculum on the MIS working towards Institute considering that 1982, Kramer's dedication to featuring educational opportunities for practitioners has earned him a reputation as a resourceful visionary who advances the inner audit occupation through addressing cutting-edge crucial concerns and most beneficial practices. Kramer serves on the Louisiana State institution core for internal Auditing Advisory Board, and is a sought-after speaker on inside auditing for international, countrywide, and regional audiences throughout the world. previous to his work at the MIS practicing Institute, he worked at Instrumentation Laboratory, Gillette Co., and Coopers & Lybrand.

    Story Continues

    Actively worried within the IIA on all levels for greater than two decades, Patty Miller has at all times been an exemplary recommend for the career. Miller has served The IIA in a lot of volunteer leadership capacities including serving on the North American Board, the world Board of administrators, the foreign inside Audit necessities Board, and the Board of Regents, and has participated in a few task forces. She is presently an energetic member of The IIA's North American Board and global Advocacy Committee, and is Chairman-select for the overseas internal Audit standards Board. whereas serving as the IIA's 2008-2009 chairman of the board, she spoke commonly about the significance of inner auditors relocating from being simply diagnosed to being depended on, and eventually valued, the use of these three ideas as her theme during her chairman term. She is a daily contributor to inside Auditor magazine, and these days co-authored a analysis challenge subsidized through the IIA research foundation about the insight inner auditing offers to stakeholders. She has visited numerous international locations representing The Institute and the occupation, and has played a critical function in advancing The IIA's strategic plan forward. In 2011, Miller retired as a companion from Deloitte & Touche after 17 years of service.

    After serving as a brigadier usual within the U.S. Air drive, and deputy auditor well-known and commander of the air force audit company in Washington, DC, Basil Pflumm labored at IIA international Headquarters from 1990 except he retired in 2003. He was instrumental in establishing the first world forum and in adding Gaming and economic services to The IIA's trade-particular memberships. Pflumm additionally helped launch two IIA certification courses, as smartly as the preliminary CBOK examine; and devoted numerous hours to the tips task drive and The IIA research foundation. Pflumm received the Comptroller of the Air force unbelievable Officer Audit Award in 1976 and turned into the 1977 recipient of the American Society of armed forces Comptrollers wonderful efficiency in Auditing Award. He became a member of The IIA in 1979.

    After forty years of service to Ford Motor business, Tony Ridley retired in 1998 from his place as common auditor. a long-time suggest for the career and active IIA volunteer leader, he served because the IIA's 1996-1997 chairman of the board. Ridley's lasting have an impact on on the profession has been neatly documented, as he was singled out for each the Victor Brink Award for exotic carrier and the distinguished Bradford Cadmus Award from The IIA. Having served in essentially each volunteer management position in the IIA, Ridley was instrumental in helping the business enviornment be aware the essential function inner auditing plays in governance and chaired The IIA's counsel task force, which resulted in what is now widespread throughout the realm because the foreign skilled Practices Framework (IPPF).

    ahead of retiring as Microsoft supplier's ordinary auditor, Rod Winters had greater than 30 years of expert work in the enterprise enviornment. His inner audit function became greatly seen as an imaginative chief in leveraging technology and employee empowerment to optimize audit productiveness, have an effect on, and value contribution. He capitalized on this strategy right through his time period because the IIA's 2009-2010 chairman, by means of having "obtain Our skills" as his theme all the way through his chairman time period. Winters' other volunteer management roles with The IIA consist of senior vice president of the Board, vp of the Board for analysis and president of The IIA research groundwork (IIARF), chairman of the global nominating committee, and chairman of the inside Auditing educational development Fund.


    IIA requires inside Auditors in any respect Public businesses | killexams.com Real Questions and Pass4sure dumps

    The Institute of inside Auditors is urging the U.S. Securities and exchange fee to observe the illustration of the new york inventory exchange and require all publicly-traded organizations to have an inside audit feature.

    The SEC in July issued a fifty five-web page theory release proposing a group of revisions in audit committee disclosure requirements. both the company and the general public business Accounting Oversight Board had been working towards improving the counsel supplied to investors about the audit committee’s responsibilities and actions.

    In a letter responding to the SEC’s proposals, IIA president and CEO Richard F. Chambers mentioned the time become ripe to mandate an inner audit function.

    “The presence of a very good interior audit function makes an unequivocal observation in regards to the method a corporation’s leadership views strong and effective risk management, internal manage, and governance,” he wrote. “When a publicly traded business doesn't have an inner audit characteristic, one should ask: who is presenting the board (and particularly, the audit committee) with unbiased and aim assurance and perception on how well risk and the mitigating controls are being managed?”

    “[A]n independent, aim, and in a position internal audit characteristic is basic and primary to advantageous corporate governance,” Chambers added.

    The SEC’s proposals focus on the connection between the audit committee and the impartial auditor nonetheless it also invited touch upon “other features of audit committee disclosures, such as these concerning roles and obligations, audit committee qualifications, oversight of monetary reporting, or oversight of interior manage over economic reporting.”

    Chambers cited that greater than a decade ago, the NYSE begun requiring corporations listed on the change to have an interior audit feature in location, upon or in the first year of checklist. NASDAQ, youngsters, has no longer followed swimsuit.

    “[W]e strongly agree with the time has come to formally appreciate the cost of an inside audit function for all publicly-listed organizations as a rely of fundamental first rate governance,” Chambers stated. Failing that, he noted, groups that don’t have interior audit may still be required to explain their reasoning.


    certified internal auditors examination now in Arabic | killexams.com Real Questions and Pass4sure dumps

    Institute of interior Auditors (IAA), a world skilled affiliation of more than a hundred and fifty,000 participants with world headquarters in US, has added Arabic to its listing of world languages for professional certification programmes.

    For the first time ever, Arabic audio system can have the choice to take the certified inside Auditors (CIA) certification examination in Arabic, mentioned a press release from IAA.

    The CIA designation is the most effective globally-accepted certification for interior auditors and stay the normal through which people reveal their typical competency and knowledge of inner auditing.

    The tests, until now purchasable handiest in sixteen languages, will shortly also be conducted within the Arabic language, it delivered.

    Abdulqader Obaid Ali, UAE IAA president, referred to, 'here is a landmark success for the Arab world. With the assist of the entire chapters within the vicinity, we now have been working on the Arabisation of the check for more than a year now.'

    'This new initiative will supply Arab auditing authorities better entry to internationally acknowledged certification programmes to improve their expertise. As one body, the IIA chapters in the vicinity will even be facilitating the Arabised preparation cloth for candidates in the middle East,' he cited. 

    He stated the initiative for Arabisation became taken by way of the UAE-IAA, with the guide of the IIA chapters in the region.

    This turned into officially signed at a gathering in Dubai within the presence of Kevin Rafiq, director for Institute members of the family & development of IIA global (US); Yousef Al Mobarak, president of IIA Saudi Arabia; Naji Fayyad, board member, IIA- Lebanon; Hassan Al Mulla, president, IIA-Qatar; Mohammed Al Musafir, board member, IIA- Oman and Dr Badawi Hamadein, CEO, IIA-Sudan.

    Candidates completing the CIA programme are enriched with educational adventure, information, and business tools that can be utilized automatically in any company or enterprise ambiance.

    On the facet-traces of the contract signing for Arabisation, UAE IAA also introduced that the 12th Annual Regional Gulf Audit convention this yr might be held from April 3 to five on the Atlantis lodge, The Palm.

    The symposium will include workshops, talks and shows by way of invited international speakers, together with officials of the IIA. The event is additionally a useful networking probability for inner audit practitioners within the region.-TradeArabia news service




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    Certified Internal Auditor - Part 2, Conducting the Internal Audit Engagement

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    How Agile Internal Audit Can Add Value | killexams.com real questions and Pass4sure dumps

    Internal auditor groups are continually challenged to provide more value to stakeholders while enhancing organizational influence and impact. Stakeholders are demanding more efficient assurance, deeper insights, and greater anticipation of risks.

    Many efforts to address these challenges, however, are not working — or not working quickly enough. Instead of sporadic initiatives and piecemeal solutions, internal audit departments need an updated approach and framework. An agile internal audit can provide methods that work to change both the mindset of internal auditors and their work processes.

    Based on a software development framework, agile internal audit is the mindset an internal audit function adopts to focus on stakeholder needs, accelerate audit cycles, drive timely insights, reduce wasted effort, and generate less documentation. Agile prompts internal auditors and stakeholders to determine upfront the value to be delivered by an audit or project and helps prioritize both based on importance, urgency, and readiness to undertake the work. Further, reporting in the context of agile doesn’t focus on solely on documenting the work but rather on providing meaningful insights and documenting “just enough” to support the insights.

    Any organization aiming to solve for current challenges and pain points should consider an agile internal audit approach. The agile IA framework can drive completion of more audits in the same — or less — time, promote closer relationships with stakeholders, and deliver more relevant, higher-impact reports with less time spent on documentation. The approach also enables internal auditors to respond quickly and effectively as strategies, priorities, technologies, competitors, regulations, and risks evolve.

    Coupling Mindset and Process

    Challenges occur when any group tries to pursue new outcomes without shifting both the mindset of the group and its stakeholders and the process for producing the outcomes. However, coupling mindset and process can be achieved by focusing on clearer outcomes, increased engagement and improved documentation.

    Clearer outcomes. Agile internal audit methods aim to confirm or disprove a hypothesis or support a point of view (mindset shift) rather than, for example, focusing on open-ended reviews or audits in search of findings. That way, the audit or project targets an outcome, which guides the fieldwork and reporting (process shift).

    Increased engagement. While maintaining objectivity, internal auditors — in collaboration with stakeholders—prioritize areas, issues and risks (mindset shift). This helps identify needed resources and focus work on factors that determine business performance and value (process shift).

    Improved documentation. Instead of feeling the need to explain every step taken and justify it through exhaustive documentation (mindset shift), agile internal audit frameworks can deliver briefer, timelier, insightful reports with fewer words, and more visuals (process shift).

    Organizations also may want to develop an agile internal audit manifesto, which should be aspirational as well as practical. As one of the first efforts in adopting the agile, the exercise of developing a manifesto may be more valuable than the manifesto itself. Also, the manifesto is not set in stone. Goals or aspirations can be added, deleted or modified as team members gain experience with agile methods.

    Four Key Concepts

    Understanding how a few agile practices apply to internal auditing can provide a glimpse into the methodology’s transformative power.

    Audit backlog. The agile internal audit methodology, versus a rigid audit plan, maintains an audit backlog—a continually updated list of areas to be audited. Items on the list can initially be a bit vague about targeted outcomes and desired timing. Then, as internal auditors and the stakeholder refine those details, the item moves up the list until the work is ready to be undertaken.

    Definition of ready. A definition of ready (DoR) for an item on the backlog exists when internal audit and the stakeholder agree on what will be tested, examined or reviewed; on the goal of the work; and the value to be delivered. Also, the internal audit function must have the resources ready to conduct the audit. When the DoR has been met, internal audit begins its work on the audit or project.

    Sprints. When the internal audit function’s work begins, the item moves off the audit backlog and the tasks associated with that audit are divided into sprints. Sprints are time-boxed intervals in which tasks must be completed. Sprints provide a process, structure and cadence for the work. A time box — the time the team gives itself to complete a task or set of tasks — should provide the motivation of a tight deadline without stressing resources.

    Definition of done. The definition of done (DoD) defines the value to be delivered in a sprint. A DoD can be expressed as a level of assurance; a set of completed tasks; a list of identified issues, risks or recommendations; or a report or draft report—whatever works for the team. The DoD should not be lengthy or complex or it will not work at the level of a sprint.

    These four elements structure activities and timeframes in ways that allow for changes in direction and resources as new information is discovered. This is a more practical way of structuring many, though not all, audits and projects because the final goal and the work to be done are often not fully known at the outset.

    For example, if a basic level of assurance is all that’s required, and that level is reached after one sprint, the internal audit group can issue a brief report to that effect and move on to the next item on the audit backlog. Conversely, if the work reveals a need to dig deeper, the internal audit team can work with the  stakeholder and proceed accordingly.

    The power of an agile internal audit methodology lies in its transformative approach. This is not change for its own sake, nor is it an end in itself. It is a means to an end, and it is up to each internal audit group and organization to define that end.

    —Produced by Sandy Pundmann, partner and U.S. Internal Audit offering leader; Sarah Adams, managing director and global leader, IT Internal Audit; and Ranjani Narayanan, senior manager, Internal Audit with Deloitte Risk and Financial Advisory, all with Deloitte & Touche LLP. Excerpted from “Becoming agile: A guide to elevating internal audit’s performance and value—Part 1: Understanding agile internal audit”.


    Responsibility of auditors: Threats and challenges | killexams.com real questions and Pass4sure dumps

    Firstly it is up to the government to frame adequate laws and regulations to strengthen the nation’s roots to wipe out corruption while accountants or auditors should strive to keep checks and balances in every entity ensuring transparency

    Illustration: Ratna Sagar Shrestha/THT

    The profession of auditing has been an enabler to better transparency and accountability in regulated and deregulated business environments. There are approximately 46 primary professional bodies all over the world that provide the framework for self regulation of this profession permitted by statute. All these bodies are affiliated to the International Federation of Accountants (IFAC) while a few do not belong to IFAC as they operate more like specialists’ bodies helping the work of auditors and accountants such as in the field of taxation, forensic auditing and system auditing. The members certified from these institutions are the torch bearers and are bound to uphold the integrity and adhere to the ethical requirements while continuously persevering to maintain the excellence and pride of these institutions.

    Every country requires institutions like these. It cannot be the sole responsibility of the Government to keep checks and balances, monitor the business transactions, formulate policies and programs for the effective administration and management and work on the technical aspects of each and every business unit. Certainly Public Accounts Committee (PAC) under the Ministry of Finance is present to oversee the accounts of the Government owned companies. But in certain countries like India and Nepal we notice the Government issuing invitations to the private bodies to conduct audit of these companies on behalf of them. The Government has provided a playground for private audit firms to play a crucial role due to the limitations on their part. This interlinked with other factors has made this profession a challenging one.

    Auditors provide an opinion on the veracity of the financial statements. In principle their opinion should be an unbiased one which is free from any circumstantial interference or vested interest of the management. However, in modern times the auditor’s independence is sometimes breached which compels him to tow away from the above factors.

    Self review threat occurs when the auditor has also prepared some of the accounting of the fund. Therefore, there should be two distinct professionals, one who is involved in accounting and the other in audit. However this type of practice is impossible in a sole practitioner.

    Self interest threat  occurs when the firm has only one client or the client is the one from whom significant revenue is generated. In both the cases it is unlikely that independence can be seen which may restrain the auditor from issuing a qualified one. There may be instances where the firm being the statutory auditor is providing advice on internal management of the client. This poses a serious condition on the efficacy of the clients’ internal audit staff. These threats are seen to have many sources and thereby they fragment in a multi dimensional manner ultimately posing risks to the sustainability of this profession.

    However in the recent times we have seen some improvements emerging and evolving out of technological developments. This profession seems to reinvent itself by using artificial intelligence and data analysis. In this century there has to be a smart way for auditors to find anomalies in the data provided to them and use human judgments to assess the outcomes of the analyses and tests performed.

    Corruption emerges where there is weak architecture in the government’s policies and programs. It spreads in nations where laws are not in parallel to the best practices in the world. Therefore, firstly it is up to the government to frame adequate laws and regulations to strengthen the nation’s roots to wipe out corruption while accountants or auditors should strive to keep checks and balances in every entity while underpinning transparency, accountability and rule of law. Loopholes can be easily found by people who are willing to do so but it is upon the auditors to circumvent their hard efforts to boost the economic growth of the nation as a whole. Therefore professional bodies should work alongside the government, regulators, law enforcement, and international bodies and support the nation to combat bribery, tax evasion, money laundering and the financing of international terrorism.

    Auditing needs to be much smarter than it is now. This is only possible with the adoption of technologies that will allow auditors to provide better insights into critical business information and risks. This will in turn build trust and confidence in the capital markets and help drive sustainable growth. The audit profession should also help to build capacity at a country level through engagement with governments that ensures public accounting to be more transparent and ensure proper financial management for the economic growth of the nation. The 21st century auditor has still a lot to learn and deliver. In many cases vague, ambiguous, abstract language should be avoided in disclosure statements and good governance reporting should be encouraged. The profession of audit requires new talent, embarking upon a journey beyond mechanically applying new accounting rules with new assessments, checks and judgments inevitably creating a need for new skills training, which is not only critical but also a prime tool that large firms are using to hire better talent. Costs may rise in bringing up some radical change but it is the need of the hour to secure success.

    A version of this article appears in print on March 28, 2017 of The Himalayan Times.

    Follow The Himalayan Times on Twitter and Facebook


    Auditing the Auditor | killexams.com real questions and Pass4sure dumps

    Most mid-size to large organizations rely on internal and external audits as a key preventative measure against fraud. The problem is, many CFOs assume that a routine financial audit will reveal financial anomalies that could be fraud. Unfortunately, quite the opposite is true.

    Audits almost never find fraud: external audits find it 4% of the time, and internal 15%, according to the Association of Certified Fraud Examiners’ Report to the Nations.

    It is not uncommon to hear from non-accountants who incorrectly assume that a clean audit means there is no fraud on the books. This misunderstanding of the purpose of an audit is one of the main reasons why companies rely on them to detect fraud, when that is, in fact, not their true intent.

    An audit is a very specific type of financial engagement that is executed to determine whether a company’s financial statements are “reasonably stated.” And while assessing fraud risk is part of those engagements, the procedures associated with most audits are not sufficient to actually root out and prove fraud.

    Here are seven reasons why audits don’t typically find fraud.

    1. Auditors are nice. Auditors are rule-followers who hold themselves accountable to high honesty and ethical standards. They wouldn’t dream of doing something the “wrong” way; therefore, they can’t comprehend that seemingly nice people would steal from their employer. If they spot something amiss during a routine audit, and in return were given documents or explanations that resolved the anomaly, it is more likely than not that they will proceed with the explanation without obtaining outside substantive documents or evidence to resolve the aberration. Because they presume honesty, auditors often take the explanations and documents at face value.

    auditors

    Tiffany Couch

    2. The nature of an audit isn’t designed to find fraud. During an audit, auditors look at the financial statements of the company (usually the assets and income figures) and calculate what’s called “materiality.” Materiality is the calculated threshold by which, if the information is withheld or misrepresented in the financial statements, it would impact the decisions of the stakeholders who rely on those documents to make economic decisions. Because of this, auditors look at transactions at or above the materiality level. While this is an effective method of making sure financial statements do not contain material errors, it does not lend itself to detecting fraud. Why? Because taken on an individual basis, fraudulent transactions are not typically at or above the materiality level.

    3. A sample doesn’t tell the whole story. During an audit, auditors aren’t looking at everything. They gather random samples of transactions to verify that they were correctly recorded and that the internal controls were in place and working. The odds that a random sampling would include a fraudulent transaction among the thousands of available transactions is extremely small. Put simply: an arbitrary sample doesn’t tell a story or show a pattern. It’s akin to finding a needle in a haystack.

    4. Fraudsters are clever. In the remote likelihood the auditor spots a questionable transaction, the oddity can often be easily explained away. That’s because fraudsters are clever: they can produce fake documents or pretend the paperwork has been misplaced, appeasing the busy auditor, who, as was pointed out earlier, assumes best intent, never imagining someone would be dishonest.

    5. Fraud often looks like a simple error. Most of the time, fraud doesn’t even look like a “red flag.” It often looks like a regular bookkeeping or accounting error. Humans make mistakes, and it’s certainly not uncommon for a transaction to be entered incorrectly. So long as the number of errors doesn’t trigger the threshold of materiality, those inaccuracies will likely not be further investigated.

    6. Auditors are constrained by time and budget. Many people are unaware that, in addition to testing transactions and checking internal controls, auditors are also required to conduct excessive due diligence, file copious paperwork, and conduct peer reviews of their audit processes. With competing deadlines and projects stacked back-to-back, in some cases, an auditor may green-light a company’s books even if something didn’t feel quite “right.” It’s not that the audit wasn’t thorough or inaccurate, but rather it’s the limitation of resources and demanding projects that lead to auditors not being as thorough as they might like to be.

    7. The Scarlet A. In an ode to Nathaniel Hawthorne’s masterwork, it can be asserted that auditors unknowingly have an invisible scarlet A (for auditor) under their respective suits. Their status as an auditor creates a barrier between themselves and the very people they need to talk to, the whistleblowers. And, as mentioned earlier, auditors are nice. They view themselves as likable, approachable, and friendly. Unfortunately, people often view them as scary, unapproachable, and “out to get them.” The result is that auditors are rarely successful in gaining the trust of the very people who have information that can help them.

    Most importantly, though, is the fact that fraudsters are always a company’s most liked and trusted employee. They’ve earned the respect and admiration of their coworkers and supervisors, and often have special privileges and access to company funds. Couple this dynamic with the fact that auditors assume honesty, and the general misunderstanding of what an audit’s purpose is, and it’s easy to see why audits rarely uncover fraud.

    Despite this, CFOs need not feel defenseless against fraud. The fact is, management’s due diligence in identifying and assessing risk, addressing known risks with appropriate internal controls and oversight, implementing a hotline, and promoting a culture of honesty can deter or detect the fraudster in the company.

    Tiffany Couch is CEO and founder of Acuity Forensics, a forensic accounting firm. She is also the author of “The Thief in Your Company,” a book that explores the financial and emotional impact of fraud on organizations of all sizes. She can be reached at tcouch@acuityforensics.com.



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