Auditing and Assurance
Decision-making to increase, decrease or transform capitals
Audit and Assurance, External Audit, Internal Audit, Risk Management, Compliance (legal). Machine Risk Manager*, Environmental and Social Impact Auditor, Artificial Intelligence Auditor, Algorithm Bias Auditor*. (F)
F =Indicates Future Path
| AUDITING AND ASSURANCE - NEW SENIOR AUDIT MANAGER (SMP) | REQUIRED PROFICIENCY LEVEL | PLANNING | ACTION | REFLECTION | |||||||||||||||
| Competency | Definition | Entry level | Mid management | Senior management | Current acquired proficiency level | Development need? (Yes/No) | CPD Activity to undertake | What prompted this need? | CPD hours (if applicable) | Planned date | Status | Certification | Date completed | Reflection | Future learning required | Date of reflection | |||
| PROFESSIONAL VALUES AND ATTITUDES | |||||||||||||||||||
| Ethics | |||||||||||||||||||
| Personal ethics | The ethical principles and values applied by an individual to decision-making, conduct and interaction between oneself and others. | 3 | 3 | 3 | 3 | Compulsory ethics reflection | To attend 3 of the SAICA Ethics in Practice series live webcasts. Evidence: CPD Certificate | Compulsory ethics reflection | 6 | April, June, August | Complete | Yes | 31 August | Refer to separate reflection documents | Ongoing reflection | 30 September | |||
| Business ethics | The ethical principles and values applied by the organisation to decision-making, conduct and the relationship between the organisation, its stakeholders and society. | 3 | 3 | 3 | 3 | An ethics discussion is incorporarated in all engagement team meetings. Minutes are taken and a reflection after each engagement. Evidence: Extract from minutes / completed reflection document | N/A | Complete | No | After each engagement | Ongoing reflection | ||||||||
| Professional ethics | The fundamental ethical principles and values applied by a professional CA to decision-making, conduct and the relationship between the professional, its stakeholders and society. | 3 | 3 | 3 | 3 | To attend a Professional Code of Conduct refresher course presented by SAICA. Evidence: CPD Certificate | 3 | Complete | Yes | 21 March | None | ||||||||
| Lifelong Learning | |||||||||||||||||||
| Adaptive mind-set | The approach of rapidly assessing information, making adjustments and thriving in difficult situations. | 3 | 3 | 3 | 3 | No | On-the-job training. On each audit the nature of the business, processes and systems varies. Obtaining assurance is therefore incorporating assessment of information and responding thereto by designing audit procedures within a budgeted timeframe. Team seniors were trained on how to consider the above differing circumstances in designing procedures that will provide assurance. Evidence: Training material used | This is a required skill for obtaining assurance | N/A | Ongoing | Complete | No | N/A | I provided training to the team seniors on adapting audit procedures to incorporate the nature of different industries ranging from consumer goods and services, hospitality, attorney's trusts, estate agents, health, also considering difference in size of each entity and use of different IT systems. In order to provide assurance and design audit procedures, the nature of the business, the relative size thereof as well as IT systems used, had to be considered, which are still based on the requirements of legislation. CaseWare standard audit procedures should be adjusted based on assessed information to provide assurance considering the various circumstances. To enable me to provide the training, I had to do research. The sessions were engaging and collaborative and we shared different perspectives and ideas. | None | 15 December | |||
| Agility ** | The ability to rapidly adapt and find solutions to problems. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Inquisitiveness | The tendency to be curious, ask questions and do research to gain new insights and knowledge. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Self-development | Taking the initiative to develop one's own skills, knowledge, interpersonal relationships and work experience. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Citizenship | |||||||||||||||||||
| Personal citizenship | The personal approach of valuing, being responsive and tolerant towards cultural diversity and individual differences and seeking opportunities to have a positive impact on one's local community and environment. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Business citizenship | The recognition of an organisationââ¬â¢s social, cultural and environmental responsibilities to the community in which it seeks its licence to operate and the economic and financial responsibilities to its shareholders or stakeholders. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Professional citizenship | The ability to demonstrate professional behaviour, have a positive impact on one's profession and a commitment to serve public interest. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Global citizenship | The ability to influence and work effectively with those from different cultures to grow international collaboration and prosperity. | 3 | 3 | 3 | 3 | No | |||||||||||||
| ENABLING AND FUTURE COMPETENCIES | |||||||||||||||||||
| Business Acumen | |||||||||||||||||||
| Business external environment | The ability to evaluate the outside factors that impact the operation of an organisation. | 2 | 3 | 4 | 3 | Yes | To attend the annual strategic breakaway with senior management. During this session, various factors are considered that impact business growth by performing competitor analysis, for example. Evidence: Agenda of the session, evidence of research performed | Not at the required proficiency level yet | N/A | 08 August | Complete | No | 08 August | We considered factors influencing the business by performing a competitor analysis. We applied strategic models in our analysis, for example, PESTLE, SWOT, Porter's 5 Forces and the BCG Matrix. To enable me to provide valuable insight I had to perform research on the use of the models as well as the factors influencing business. | None | 30 September | |||
| Business internal environment | The ability to evaluate the factors within an organisation that influence its decisions. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Planning and organising | The ability to organise, apply time management, file and plan work effectively according to strict deadlines. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Digital Acumen | |||||||||||||||||||
| Computational thinking ** | Computational thinking is a set of problem-solving methods that involve expressing problems and their solutions in ways that a computer could also execute. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Cyber security | The knowledge and diligence required to protect computer systems and data from theft or damage. | 3 | 3 | 3 | 3 | No | To attend a webinar on cyber security to get a better understanding of the risks and preventative measures that can be implemented. Evidence: CPD Certificate | Trend of increasing cyber attacks. | 3 | 15 July | Complete | Yes | 15 July | This webinar provided me with insight into how cyber attacks occur and what measures I can implement to reduce the risks of a cyber attack occuring. | None | 31 July | |||
| Data analytics | The science of analysing raw data to draw conclusions from information upon which decisions can be made. | 2 | 3 | 3 | 3 | No | To enrol for an SLP on data analytics to learn how to effectively perform data analytics. This will improve audit quality and efficiency. Evidence: Certificate of completion/competence | To improve audit quality and efficiency. | 20 | August - October | Complete | Yes | 31 October | This SLP provided me with tools and techniques to be used in data analytics. We used real databases to learn the different analysis techniques. I am now able to also teach the audit team members these tools and techniques and improve the efficiency and quality on audits. | None | 15 December | |||
| Database management | The organising, maintenance and storage of data using database management systems software. | 2 | 3 | 3 | 3 | No | |||||||||||||
| Digital affinity ** | The orientation to use technology and digital media to optimise the performance of tasks and communication. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Digital familiarity ** | The knowledge and ability to use existing cognitive and non-cognitive computing systems. | 0 | No | ||||||||||||||||
| Digital impact ** | The knowledge and ability to adapt to new technological developments. | 0 | No | ||||||||||||||||
| Digital user skills ** | Use technology ethically as an enabler to optimise decision making and to promote business efficiencies and controls. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Interdigital relationships ** | The orientation to use social media for improve communication and social interactions. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Decision-Making Acumen | |||||||||||||||||||
| Analytical thinking | The ability to identify patterns in information and to break complex problems into manageable parts that can be solved individually. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Critical thinking | The ability to critically assess information by making inferences, recognising assumptions, doing deduction, making interpretations, evaluating arguments and drawing conclusions. | 3 | 4 | 4 | 4 | No | |||||||||||||
| Decision-making ** | The ability to logically weigh positives and negatives of options, consider alternatives, envisage outcomes and to determine which option is the best. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Entrepreneurial thinking | The ability to recognise opportunities in the marketplace and understand how and when to capitalise on them. | 0 | No | ||||||||||||||||
| Innovative thinking | The curiosity, creativity and ingenuity to develop new ideas, strategies and plans to improve services, products or processes. | 0 | No | ||||||||||||||||
| Integrated thinking ** | The ability to define all aspects of a problem, analyse relationships between the different aspects, balance tensions between opposing variables and outlining how decisions are reached. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Judgement ** | The ability to critically evaluate information to make logical conclusions and fair decisions. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Numerical reasoning | The ability to apply mathematical concepts and principles to solve theoretical or practical problems. | 0 | No | ||||||||||||||||
| Problem solving | The process assessing details of a problem, analysing options and designing the best solution. | 0 | No | ||||||||||||||||
| Professional scepticism | An approach of questioning information, being alert to potential errors or fraud and critical evaluation of evidence. | 3 | 4 | 4 | 4 | No | |||||||||||||
| Strategic thinking | The ability to envisage a desired future state and redirect plans to reach desired goals. | 3 | 0 | Yes | To attend the annual strategic breakaway with senior management. During this session, various factors are considered that impact business growth by performing competitor analysis, for example. Evidence: Agenda of the session | Not at the required proficiency level yet | N/A | 08 August | Complete | No | 08 August | We applied strategic models during this session, for example, PESTLE, SWOT, Porter's 5 Forces and the BCG Matrix. The results hereof were analysed and used to craft a 3-year strategy for the firm. To enable me to provide valuable insight I had to perform research on the use of the models. The collaboration during the session provided me with some practical ways in which I can apply strategic thinking to make decisions. | A course in strategic decision-making | 30 September | |||||
| Sustainable mind-set ** | The actions and decisions to achieve goals, as well as the formulation of strategies and implementation of initiatives that ensures sustainability for the organisation, considering its people, its clients, its stakeholders and the broader environment. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Value creation mind-set ** | The actions and decisions to achieve goals, as well as the formulation of strategies and implementation of initiatives that creates value for the organisation, its people, its clients and its stakeholders. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Relational Acumen | |||||||||||||||||||
| Communication skills | The ability to effectively exchange information in conversations or by using written or audio communication channels, driven by good linguistic skills. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Emotional display | The ability to maintain emotions and act appropriately at work. | 0 | No | ||||||||||||||||
| Emotional regulation | The ability to manage stress in front of clients and co-workers. | 0 | No | ||||||||||||||||
| Emotional resilience | The ability to remain focused on using rational thinking despite emotional stress over long periods of time. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Leadership skills | The ability to establish and share a clear vision, providing directions and motivation to help others follow plans, balancing conflicts of interests, being an example and remaining creative and decisive under pressure. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Managing others | The organisation and coordination of colleagues and their activities to achieve the goals of an organisation. | 4 | 4 | No | |||||||||||||||
| Relationship-building skills | The ability to establish and maintain positive interpersonal relationships characterised by sensitivity, support, respect and constructive resolution of differences or conflict. | 0 | No | ||||||||||||||||
| Self-management | Managing and taking responsibility for one's own actions and emotions. | 3 | 3 | 3 | 3 | No | |||||||||||||
| Teamwork / people skills | Ability to value the contributions of other team members, achieve shared goals and to capitalise on ways to optimise team strengths. | 2 | 2 | 2 | 2 | No | |||||||||||||
| TECHNICAL COMPETENCIES | |||||||||||||||||||
| INPUTS | |||||||||||||||||||
| Strategy and governance to create sustainable value | |||||||||||||||||||
| Business strategy | The planning, methods and coordination of effort involved in achieving a desired business objective. | 3 | 0 | Yes | To attend the annual strategic breakaway with senior management. During this session, various factors are considered that impact business growth by performing competitor analysis, for example. Evidence: Agenda of the session | Not at the required proficiency level yet | N/A | 08 August | Complete | No | 08 August | We applied strategic models during this session, for example, PESTLE, SWOT, Porter's 5 Forces and the BCG Matrix. The results hereof were analysed and used to craft a 3-year strategy for the firm. To enable me to provide valuable insight I had to perform research on the use of the models. The collaboration during the session provided me with some practical ways in which I can apply strategic thinking to make decisions. | A course in strategic decision-making | 30 September | |||||
| Financial management | The organising, monitoring, controlling and directing of how monetary resources of an organisation should be used and reported on. | 2 | 3 | 4 | 3 | Yes | To attend the annual strategic breakaway with senior management. During this session, various factors are considered that impact business growth by performing competitor analysis, for example. Evidence: Agenda of the session | Not at the required proficiency level yet | N/A | 08 August | Complete | No | 08 August | The strategy formulated during the session also resulted in an assessment of resources, including financial resources required to achieve the strategy. | A course in strategic decision-making | 30 September | |||
| Governance model | The framework of rules, procedures and contracts by which an organisation maintains transparency, accountability and fairness in its relationships with employees and stakeholders. | 2 | 3 | 4 | 3 | Yes | To attend the annual strategic breakaway with senior management. During this session, various factors are considered that impact business growth by performing competitor analysis, for example. Evidence: Agenda of the session | Not at the required proficiency level yet | N/A | 08 August | Complete | No | 08 August | The strategic breakaway provided me with insight into the underlying agreements, policies, processes and contracts involved in operation of the firm that will ensure accountability and fairness towards out stakeholders. | A course in strategic decision-making | 30 September | |||
| Tax planning | The process of minimising tax liability through the use of legal allowances, deductions and exemptions. | 2 | 3 | 3 | No | ||||||||||||||
| BUSINESS ACTIVITIES | |||||||||||||||||||
| Stewardship of capitals: business processes and risk management | |||||||||||||||||||
| Automation management ** | The oversight of the implementation and maintenance of automation technology and practices. Automation is the technology by which a process or procedure is performed with minimal human assistance. | 0 | No | ||||||||||||||||
| Business processes implementation | The execution of a series of logically related tasks to produce a desired set of results. | 3 | 3 | No | |||||||||||||||
| Business system applications | The methodical procedures or processes built into applications that is used to deliver goods or services to clients. | 3 | 3 | 3 | No | ||||||||||||||
| Change management | Managing the ability to cope with, manage and flourish in a changing environment. | 0 | No | ||||||||||||||||
| New developments and protocols knowledge ** | The understanding of what new digital developments and protocols entail, and the ability to investigate the use and impact of these new developments and protocols. | 2 | 2 | 2 | 2 | No | |||||||||||||
| Reporting fundamentals | A framework according to which critical financial and audit information will be reported. | 3 | 4 | 4 | No | ||||||||||||||
| Review, analyse and monitor | The re-examination of past information, systematic evaluation of data to establish cause and effect relationships, and the repeated measurement and control of parameters to assess whether a critical point is under control. | 3 | 4 | 4 | 4 | No | |||||||||||||
| Risk and asset management | The process of identifying, analysing and assessing risk and deciding how to control, avoid, minimise or eliminate unacceptable risks and the administration of investable assets, aimed at achieving an optimum risk to reward ratio. | 3 | 4 | 4 | 4 | No | |||||||||||||
| Decision-making to increase, decrease or transform capitals | |||||||||||||||||||
| Design and innovate | The description of a concept followed by a process of translating the concept into goods or services that will add value to an organisation or clients. | 0 | No | ||||||||||||||||
| Drawing conclusions | The ability to draw conclusions based on analysis and evaluation financial and non-financial data using integrative thinking. | 0 | No | ||||||||||||||||
| Internal financial decision-making | The performance measures, descriptors and declarations that are in place to guide decision-making by management and other internal users of financial information. | 3 | 0 | No | |||||||||||||||
| Investment decisions | The decisions related to how, when, where and how much capital will be invested in opportunities, based on the potential risk and reward. | 3 | 3 | 4 | 3 | Yes | Research case. To research the possibility of automating/digitisation of certain functions on an audit, considering required resources, incorporating risks and rewards (example ROI). Evidence: Results of research performed | Not at the required proficiency level yet | N/A | May - June | Complete | No | 30 June | The strategy formulated during the session also resulted in an assessment of resources, including financial resources, required to achieve the strategy and how these will be ustilised/invested. | A course in strategic decision-making | 31 July | |||
| Managing uncertainty | The coordination of decisions that have to be made despite incomplete information, unknown factors or unpredicted events. | 4 | 0 | Yes | On-the-job. Request to be part of the project implementation team as a result of the strategic breakaway. Evidence: Project plan and strategy | Not at the required proficiency level yet | N/A | August - December | Complete | No | 31 December | The strategy formulated during the session also resulted in an assessment of resources, including financial resources, required to achieve the strategy. There is always uncertainty involved when having to strategise since you can't predict the future. | A course in strategic decision-making | 31 December | |||||
| Operational decision-making | The ability to make effective short term decisions in the absence of prescriptive long term strategies. | 2 | 3 | 3 | No | ||||||||||||||
| Project implementation | The execution of plans, control mechanisms, monitoring and review of activities to successfully complete a project. | 0 | No | ||||||||||||||||
| Resource mobilisation | The activation of the economic or productive activities required to achieve desired outcome. | 4 | 0 | Yes | On-the-job training. Request to be part of the project implementation team as a result of the strategic breakaway. Evidence: Project plan and strategy | Not at the required proficiency level yet | N/A | August - December | Complete | No | 31 December | The strategy formulated during the session also resulted in an assessment of resources, including financial resources, required to achieve the strategy and how these will be ustilised/invested. | A course in strategic decision-making | 31 December | |||||
| Stakeholder management | The process of maintaining constructive relationships with individuals, groups or organisations that has an interest or concern in your organisation. | 0 | No | ||||||||||||||||
| OUTPUTS LEADING TO OUTCOMES | |||||||||||||||||||
| Reporting on value creation | |||||||||||||||||||
| External financial decision-making | The performance measures, descriptors and declarations that are in place for investors, creditors and other external users of financial information. | 3 | 0 | No | |||||||||||||||
| Providing advice | The ability to provide support, feedback and guidance to help individuals complete their tasks successfully. | 3 | 4 | 3 | Yes | On-the-job training. Reviewing of audit team's work, providing support, feedback and guidance on how to perform audit work. Evidence: Audit team feedback / KPIs / Performance reviews | Not at the required proficiency level yet | N/A | Ongoing | Complete | No | N/A | Providing advice will always be part of leading a team. I believe in a collaborative approach and therefore heavily involve the audit team when reviewing their work and providing guidance. This ensures a learning experience for the entire team. | None | 15 December | ||||
| Compliance | |||||||||||||||||||
| Tax governance | The framework of rules and procedures by which an organisation maintains its tax compliance. | 3 | 4 | 4 | 4 | No | Attendance of 6 SAICA Tax-in-practice series webinars since I am also a tax practitioner Evidence: CPD Certificate | Required for tax practitioner CPD | 12 | Every 2 months | Complete | Yes | 30 November | Apart from tax CPD activities being compulsory for Tax Practitioners, it is important to stay updated with relevant laws, changes in the tax law and application thereof. The Tax in practice series is very practical and always assists in application of the requirements within a complex situation. | Annual updates | 15 December | |||
| Laws and regulations | Ability to apply knowledge about an industry to identify an organisationââ¬â¢s compliance with legal and regulatory obligations. | 2 | 2 | 2 | 2 | No | |||||||||||||
| Assurance and related services | |||||||||||||||||||
| Assurance engagements | The expression of a conclusion designed to enhance the degree of confidence of the intended users other than the responsible party about the outcome of the evaluation or measurement of a subject matter against criteria. | 3 | 0 | No | |||||||||||||||
| Audits of historical financial statements | The process of enhancing the degree of confidence in financial statements by the expression of an opinion by the auditor on whether the financial statements are prepared, in all material aspects, in accordance with an applicable financial reporting framework. | 3 | 4 | 4 | No | ||||||||||||||
| Quality assurance | The ability to attend to detail and produce work that is accurate and of a high standard. | 3 | 4 | 4 | No | ||||||||||||||