The Professional of the Future Ms Tytti Yli-Viikari Auditor General of Finland 2.7.2019 National Audit Office of Finland

Main Emerging Issues as seen by the EUROSAI Community SAI capacity-building will take into account change trends in the SAI audit environment, such as: Digitalization, technology development, AI and data Environment and climate, sustainability Societal changes, aging population, migration Changes of politics and media, truth and validity Building partnerships and increasing co-operation Changes in audit work generally “Which are the most important emerging issues for SAI work in the 2020’s?” – 190 answers from the September 2018 EUROSAI survey

Skills Track for Future Audit Professionals Changes in working methods and in the stakeholder expectations link to the required competences and skills of future professionals: Timely, accessible and relevant audit information: foresight skills, flexible planning skills, project skills Together we are more: team-working skills and multi-policy, multi-methodology know-how Shared knowledge-base and open access to information both internally and with partners: communication, visualization and service design skills Shared leadership and coaching: leadership skills Standards and guidelines are to be updated as the rapidly changing audit practices integrate new technologies and methods -> methodology change

SAI organizational structure to support the will to change in order to stay relevant Human Resource Policy is a core success factor for SAI performance and professional impact. Focus on change leadership and leadership success factors. Human Resource Policy should be in line with the overall strategy of the SAI and keyed at supporting work performance, workplace well-being and employee satisfaction while also addressing the competence requirements of a future-proof SAI.

Staff assessments and professional development Employees can be assessed for their performance on a yearly basis. The salary scheme can include a part in relation to the assessment results. Managers can conduct yearly development discussions and agree on a personal professional development plan with all employees. The personal development plan can comprise of learning targets, learning “on the job” as well as professional courses, diplomas or certifications. The HR function is to ensure professional development objectives are in line with SAI capacity-building needs.

Personal Growth Team Growth Institutional Growth

In present times, leadership requires change management skills and expert work requires leadership skills.

Change Leadership The Change Curve, adapted to organizational change from 1969 Elisabeth Kubler-Ross illustration. Source: www.educational-business-articles.com/change-curve/

Thank you for your attention.