became very competitive and a lot of fun. The real result of this activity was to test their knowledge of ISO and then provide them with accurate answers and dispel myths as well as inform the staff about the impending external audit. ● Prepare the staff for internal and external audit – A month in advance of the impending audit, I contacted the team with a copy of the standard, provided them with the document I complete and asked them in advance if they have any queries. ● Put them at ease and build a rapport – I remind the staff about why I am there, explain what exactly I will do, and the implications of any non-conformance that I find. I talk to them about their role in what I am auditing and let the conversation and evidence flow from there. Once the audit has completed, I issue the audit report and ask them to read it before I finalise it. My report will be explicit by providing details of opportunities to
improve and details of any non-conformities. I then agree a date for any revisions to my report (just in case I have missed the point) and to their processes or how they will update any non-conformities to close the audit. If I have found any non-conformities, I then contextualise the issue to help them understand what the issue is. Simple? Not always but my approach helps. So, did the ISO external auditor do the same with me at our audit in July? Actually, a bit of both. But we have already built up a rapport at previous audits and she knows the business. What she did was: ● provide guidance at the previous audit ● create a new schedule so I knew what she was auditing ● worked through the evidence provided methodically ● treated the staff with dignity and considered they were nervous.
We had a positive audit that gave us the result we expected. ISO is very much embedded in all of our processes. Like every other company in the world, we don’t always get it right, but we work hard at doing so, and it shows in the fact that we have won awards and accreditations like the ISO standard. Of course, not all auditors will do the same. I would recommend that no matter the subject of the audit take advantage to learn from the auditor. These few simple tips would help you to prepare: ● The auditor might not be your friend or colleague, they are there to do a job; but they are not out to get you and make you look foolish or bad at your job. I liken an audit to a vehicle MOT, we are providing a snap shot of the day. ● Take the time to read through everything that the auditor has provided you, as they have done it for a purpose. ● If you are offered pre-audit support, take them up on it. ● Don’t drag out an audit by not completing your actions, it will reduce your stress immensely. My final thought…Did you hear the joke about the interesting internal auditor? No? Me neither. o
...no matter the subject of the audit take advantage to learn from the auditor
Creating a payroll procedures manual
One day duration
Payroll requires procedures to ensure compliance and accuracy, and this course will provide the tools and confidence to create a payroll procedures manual.
This course covers: ● Organisation and structure of the payroll section ● Allocation of responsibilities and duties ● Establishing information and workflows ● Identifying authorisation and verification requirements ● Data entry requirements ● Defining processes for starters and leavers ● Year end procedures ● Incorporating statutory obligations ● Seing payroll cycle timetables
Book online at cipp.org.uk or email info@cipp.org.uk for more information.
cipp.org.uk CIPP_UK cip .org.uk @CI P_UK
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| Professional in Payroll, Pensions and Reward |
Issue 43 | September 2018
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