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The mission of Group Internal Audit (GIA) is to protect and enhance the value of the World Bank Group (WBG) by providing independent, objective and insightful risk-based assurance and advice. GIA provides an independent view on whether processes for managing and controlling risks to achieve the WBG’s goals, and overall governance of these processes, are adequately designed and functioning effectively. GIA works across all WBG institutions, covering all operational and corporate functions as well as IT systems and processes.
GIAVP is headed by the Vice President and Auditor General (AG), who is responsible for setting the mission and vision, building strong partnerships with Senior management and the Audit Committee, and providing value-adding assurance and advisory services that would meet the institution’s needs. The Director, Strategy and Operations is responsible for supporting the AG in the effective and efficient development and execution of GIA’s work program.
The Group Internal Audit Vice Presidency (GIAVPU) is seeking a Director of Strategy & Operations to support the AG in the effective and efficient development of GIA’s work program and the execution of highly impactful engagements based on key risks to the institution. Please refer to the roles and responsibilities outlined below for more details.
The World Bank Group is committed to achieving diversity in terms of race, gender, nationality, and educational background. Individuals with disabilities are equally encouraged to apply.
Roles & Responsibilities:
The Director of Strategy and Operations serves as a deputy to the AG in strategic and operational matters, including standing in for the AG as and when required in WBG leadership management meetings, and in Audit Committee and Board interactions. The Director is a senior member of GIA’s Management Team (MT) and is responsible for overseeing and strengthening the quality, capacity and operational impact of GIA’s audit delivery.
More specifically, he/she is accountable for performing the responsibilities, modeling the behaviors and maintaining the technical competencies (listed below) in his or her capacity as a Director being accountable for managing quality, risks and results of GIA’s assurance and advisory services. In addition, he/she is a key source for gaining and sharing knowledge of institutional strategic initiatives and relevant business and risk landscape changes which might impact GIA’s risk based work program..
The Director is responsible for delivering results in the following key areas of the function:
– Providing strategic insights and advice on key Bank Group initiatives, including business changes, and being accountable for leading GIA’s dynamic risk assessment process;
– Providing strategic thought leadership and being accountable for the development, implementation, and successful delivery of GIA’s Board-approved Work Program by overseeing GIA’s engagement delivery teams with a focus on risk coverage, quality and operational impact, efficiency and productivity;
– Providing substantive advice and briefings to the AG on day-to-day operational issues in the execution of the Work Program;
– Advising the AG on institutional strategic and operational matters and sharing key information with the GIA MT and the entire VPU focusing on how these impact GIA’s view of key risks to the institution and therefore the work program;
– Setting priorities and making resource allocation choices/trade-offs across GIA’s delivery teams in line with institutional and VPU priorities with a view to maximizingGIA’s value to the Bank Group;
– Playing a leadership role in enhancing coordination of activities between the individual engagement teams for greater impact and synergies;
– Streamlining audit delivery by applying and monitoring operational targets and related Key Performance Indicators for effective performance monitoring and continuous improvement;
– Overseeing the quality of GIA’s reports, with a view to significantly increasing the quality, relevance and impact of those reports, as well as driving consistency of reports across teams;
– Supporting the delivery managers in socializing the issues and reviewing management’s action plans regarding relevance and adequacy;
– Providing thought leadership in evaluating key findings from GIA engagement results and other relevant sources (including Board and Management engagements, risk dialogue sessions with other governance and risk management functions, operational events) to develop, in collaboration with other members of GIA’s MT, relevant thematic observations and trends for the VPU’s Quarterly and Annual Reports and other key communications of strategic issues and trends related to internal controls, risk management and institutional governance.
– Advising on the design, implementation, and monitoring of a robust internal quality assurance program, and the supporting processes, and promoting the consistent application of GIA’s quality assurance standards across the delivery portfolio;
– Close interaction with the managers of the engagement delivery teams in supporting the integration of data analytic capabilities and IT testing into relevant GIA audits to deepen GIA’s analysis and maximize client impact and results;
– Strengthening strategic outreach and client relationship activities of GIA, by proactively advising on and engaging with key stakeholders at the senior level, across WBG VP Units; representing GIA in internal and external forums as delegated by the AG;
– Advising on and implementing innovative approaches in building a best-in-class internal audit function by working closely with GIA’s engagement delivery teams and GIA’s Professional Practices & Innovation team;
– Providing oversight over dissemination and knowledge-sharing across GIA to foster greater integration and collaboration;
People/ Talent Management responsibilities:
– Leads and motivates the teams with a focus on client orientation, outcomes, strong cross-sectoral coordination and problem solving, and takes responsibility for achieving and communicating these outcomes with operational staff, professional / technical staff and the management team of the VPU.
– Manages the functioning of the engagement delivery teams in partnership with management, models integrity and inclusion, offers mentoring and development opportunities for staff.
Resource Management responsibilities:
– Sets priorities and allocates budget within and across the engagement teams, in line with institutional priorities, objectives, and the evolving risk landscape to maximize the impact and value-add of the Bank’s activities.
Relationship Management responsibilities (Internal and External):
– Leads or maintains and further strengthens the relationship on a broad range of issues with key stakeholders.
– Appreciates the complexities and relevance of considerations on the Bank’s development effectiveness and collaborates appropriately across the World Bank Group institutions and other partners to enhance such effectiveness.
– Master’s degree in relevant field/discipline and substantial professional experience (ideally the successful candidate will have a minimum of 15 years of experience in positions of increasing complexity and responsibility);
– Excellent stature and standing in the internal auditing field and in the relevant professional communities, as evidenced by a proven track record in managing and delivering best practice internal audit services in large, complex multinational, financial services or international organizations. A background in the private as well as the public sector would be an asset, as the Bank Group operates in both;
– Comprehensive knowledge of risk-based internal auditing practices and standards, evidenced through a demonstrated track record of overseeing and managing large audit teams in the delivery of complex business process reviews, including the ability to interpret and analyze complex concepts and apply these in innovative ways.
– Extensive understanding of both operational and financial risks on a global scale;
– Strong knowledge of strategic, business and financial planning processes, including technical knowledge sufficient to evaluate, recommend and defend audit strategy, practices and policy;
– Strong track record of managing complex cross-cutting engagements resulting in high strategic impact;
– Exceptional problem solving and client orientation skills; highly developed mentoring and advisory skills and the ability to ensure effective transfer of knowledge and skills, and also nurture management talent over time;
– Excellent partnering skills and stakeholder relationship management. The successful candidate needs to successfully navigate the organization, build strong relationships, manage conflicts, and work collaboratively with internal and external – clients;
– Impeccable executive presence and the ability to demonstrate candor, clarity of thought and expression, openness, self-confidence, poise, and thoughtfulness;
– Experience in leading multi-functional and multi-cultural internal audit teams in highly complex and large organizations;
– Demonstrated track record of coaching, mentoring and supporting professional development of team members;
– Excellent written and oral communication skills;
– Unwavering ethics and integrity;
– Proven ability to effectively implement complex change management initiatives.
World Bank Managerial Competencies
Courage of your Convictions
Outstanding WBG managers:
– Demonstrate the confidence in their convictions and the integrity to express themselves to peers and superiors even if it is easier or more comfortable to refrain from speaking up, and push back against one’s peers, manager and others higher in the organization, and clients, when necessary or in the best interests of the WBG mission and its clients.
– Take on challenges in a very diplomatic way, seeing them as an opportunity for both personal and organizational improvement.
– Advance bold ideas in the face of resistance (internal and external), especially when they are consistent with the WBG mission and values.
Leading the Team for Impact
Outstanding WBG managers:
– Inspire through linking the vision of their department/organization to the WBG mission.
– Ensures that others buy into the vision through taking actions and reinforcing desired changes.
– Energizes through positive encouragement and reinforcement for thinking about possibilities of what can be done versus what can’t be done. Aligns people around the WBG mission as a way to focus people on the most critical priorities. Includes resolving competing priorities as they exist.
Influencing Across Boundaries
Outstanding WBG managers:
– Persuade, convince and create buy-in for ideas and initiatives in order to advance their own goals and strategies, consistent with the WBG mission and vision.
– Take a broad view of the organization, seeking to influence across multiple departments in order to advance initiatives.
– Display awareness and respect to other’s position when making a case for an opposing opinion.
– Anticipate other’s reactions, preparing responses and contingency plans in advance.
– Craft an argument unique to the individual in order to gain buy-in and participation;
– Engage the heart and mind of the individual by making one’s point of view relevant to them and by connecting with their emotions.
Fostering Openness to New Ideas
Outstanding WBG managers:
– Create open and innovative climates for the people around them.
– Are transparent, open to divergent views and encouraging of these attributes in others.
– Promote broad thinking and frank discussion, welcoming others’ input into the decision-making process, and they build on others’ ideas.
– Change systems or processes to encourage more open communication and to facilitate new ways of doing things.
Building Talent for the Future
Outstanding WBG managers:
– Build people’s capabilities for the future by supporting and leveraging the diversity of staff in terms of their race, gender, nationality, culture, educational and professional backgrounds.
– Create growth opportunities for others, encouraging them to stretch beyond their current experience or comfort zone.
– Provide ongoing feedback and development, including long term career development and mentoring, as well as hold their team members accountable for developing others.
– Make the time to reach out to key talent to mentor them and determine their aspirations, both within and outside the immediate team, regardless of benefit to own self. Identifies future leaders in the organization and develops them over the long-term, incorporating building leadership and WBG specific behaviors.
– Holds team members accountable for providing development opportunities and activities for their people.
World Bank Core Competencies:
Deliver Results for Clients: Leads an organization that focuses on results for clients and impact rather than transactions or processes
Collaborate within Teams and Across Boundaries: Takes accountability for collaboration at all levels of the WBG and with external partners
Lead and Innovate: Mobilizes the organization for innovation
Create, Apply and Share Knowledge: Drives a culture where knowledge is created, applied, and shared to strengthen WBG’s leadership role, development impact and to improve solutions for internal and/or external clients
Make Smart Decisions: Models decisiveness and accountability
|Country:||-- United States|
|City, State:||Washington D.C.|