TIAPS ALB_Module 2B. Managing People

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competent and satisfied individuals at all levels and not everyone can be promoted given the pyramidal hierarchical structures of most organizations. However, even to remain in the same position individuals need to be nurtured, stimulated, and developed. • Exit and succession planning. Inevitably individuals will leave the internal audit team for other internal or external positions, to retire, or for other personal reasons. Occasionally, positions are disestablished as part of restructuring or individuals are asked to leave for reasons of poor performance or misconduct. In all cases, a manager should anticipate such departures which sometimes occur unexpectedly and at short notice. Ideally there should be others in the team who can move into the position vacated even if only temporarily until a permanent replacement can be found. This is especially important for business-critical positions. This requires planning in advance of any departure. 2B.2: Reflection Is your internal audit unit recognized as being a team of high-performing individuals? Do other high-performing individuals in the organization actively seek to join the internal audit unit? Does the internal audit function have a formal talent management strategy? What aspects of the talent management strategy for the internal audit unit can be improved? 37
2B.3 Motivation A manager is responsible for inspiring team members to perform and strive for continuous improvement. The well-known motivational models briefly described below provide useful insights for managers. Each model can be criticized for not representing the whole picture but they all illustrate important dimensions of motivation. 2B.3.1 Maslow’s Pyramid Maslow’s hierarchy of needs recognizes that individuals are motivated to satisfy progressively higher levels of need and are unable to focus on higher goals if lower-level needs have not been met. Figure: Maslow’s Hierarchy of Needs Physiological needs – water, food, warmth, shelter – are the most basic and what we will focus on if absent. You cannot motivate someone with promises of financial rewards or job satisfaction if they are hungry and do not know where their next meal is coming from. The next level relates to safety, security, stability, and absence of fear and danger. The levels above relate to our need to belong to a group and then to be recognized. Finally, once these needs have been broadly met, we will focus on self-actualization and being the best version of ourselves we can be. The lesson for any manager is threefold: • Basic needs must be addressed, including a comfortable and safe working environment free from physical or emotional hazards. • Individuals are motivated to achieve more and so may lose motivation is work is repetitive. • While people differ, personal satisfaction, fulfilment, recognition, and self-esteem often serve as the highest goals. These apply regardless of the level of the position. There is always scope for improvement and personal growth. 38
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TIAPS ALB_Module 2B. Managing People

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