How It Works: The Audit Interview Model

A look into the structured model for planning, conducting, and completing audit interviews.

The Audit Interview Model helps auditors maximize the quality and reliability of information gathered by breaking the process into clear, structured steps. This systems approach improves consistency, strengthens rapport with interviewees, and supports the development of well-evidenced audit findings.

This lesson is a preview from Graduate School USA's Interviewing Techniques for Auditors Course.

The percentage of usable data collected in an interview can be increased by following a “systems” approach. A systems approach divides the interview process into its three major activities: preinterview activity, the interview, and post-interview activity. Each activity contains a series of steps and tasks intended to achieve various objectives. 

Audit interviews follow a structured, step-by-step process designed to gather reliable information, build rapport, and support the development of well-supported findings. The following eight steps outline the full interview lifecycle, from early preparation through post-interview activities.

Step 1: Background Information

Before the interview begins, auditors gather essential context to understand the environment they are entering. This includes reviewing:

  • Agency information
  • The audit: its purpose, scope, and rationale
  • The interviewee’s role and relevance

Step 2: Interview Objectives

Auditors determine what the interview must achieve and prepare accordingly. Key actions include:

  • Determining desired outcomes
  • Preparing key questions
  • Reviewing questions with a supervisor

Step 3: Arranging the Interview

Logistics and planning help ensure a smooth interview experience.
This step includes:

  • Scheduling the interview
  • Briefing the interviewee
  • Verifying the interviewee’s background
  • Making any additional administrative or logistical decisions

Step 4: Getting Started

At the interview itself, auditors set the stage for a productive discussion. This includes:

  • Sizing up the physical conditions of the setting
  • Sizing up the individual being interviewed
  • Initiating the dialogue

Step 5: Introductions and Statement of Purpose

The auditor begins the formal portion of the interview by establishing clarity and rapport. This step includes:

  • Introducing oneself and the audit team
  • Explaining the role in the audit
  • Stating the audit objectives
  • Explaining the purpose of the interview
  • Describing the desired outcome
  • Sharing the anticipated time frame

Step 6: The Question and Answer Process

Each area of inquiry is addressed methodically to gather accurate information. For each topic area, the auditor should:

  • Ask open-ended questions
  • Paraphrase the interviewee’s response
  • Ask follow-up questions as needed
  • Summarize what was learned
  • Proceed to the next area

Step 7: Summary and Close

To end the interview professionally and ensure nothing is missed, auditors:

  • Summarize the information shared
  • Explain what happens next in the audit
  • Leave the door open for follow-up
  • Arrange to obtain documents or referral contact information
  • Ask if there are any final questions
  • Thank the interviewee

Step 8: Post-Interview Activities

After the interview, auditors complete the steps needed to integrate the information into the audit work. These activities include:

  • Reviewing documents obtained during the interview
  • Identifying referrals to follow up on
  • Conducting a team debriefing
  • Completing the interview write-up

Arranging the Interview

Schedule the Interview (the pre-interview telephone conversation)

  • Time
  • Date
  • Location
  • Who will be present (including titles, roles)

Brief the Interviewee

  • Background information regarding the audit
  • Purpose of the interview
  • Desired outcomes
  • Need for privacy
  • Projected length of time of the interview

Verify Background Information on the Interviewee

  • Title
  • Scope of responsibilities
  • Time in agency

Obtain other helpful information

  • Develop rapport
  • Other decisions
  • Who should be there
  • What to bring
  • What to send

Getting Started

Size up the physical conditions

  • Privacy
  • Lack of distractions

Size up the individual/participants

  • Open, friendly
  • Cool, distant
  • Apprehensive, nervous
  • Hostile

Initiate the dialogue

  • “Small Talk” & ice breaking conversation?
  • Get right down to business?
  • Spend extra time dealing with questions or concerns?

The Questioning Process

Introductions and Statement of Purpose

  • Give name, title
  • Introduce team members
  • Explain your role in the Audit
  • Explain purpose, objectives of the audit
  • State objectives of the interview (areas of inquiry)
  • State the desired outcomes (perspective, documents, referrals, facts)
  • State the anticipated time frame of the interview

The Question-and-Answer Process

  • Ask open-ended questions: “Describe/explain for me...”
  • Paraphrase responses: “So you think/feel...”
  • Follow-up questions: “Tell me more about...”
  • Summarize: “So, in summary...”

Summary and Close

  • Briefly summarize information
  • Explain what happens next in the audit
  • Leave the door open for follow-up contact
  • Arrange to obtain documents/referral phone numbers, etc.
  • “Any final questions...? Thank you.”

Post-Interview Tasks

  • Review documents obtained in the interview
  • Identify referrals
  • Conduct debriefing
  • Comple an interview write-up
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Alan McCain

Alan McCain is an instructor at Graduate School USA, specializing in Audit, Financial Management, and Acquisition. A retired combat veteran who served as both an Air Force enlisted member and a Navy officer, Alan brings more than 30 years of experience in federal and commercial budgeting, auditing, programming, operations, global logistics support, supply chain and inventory management, and major IT acquisition.

He possesses extensive, hands-on budget and audit experience across Federal, State, and Local government operations, including work within the Executive Office of the President and the Departments of State, Defense, Homeland Security, Health and Human Services, Housing and Urban Development, and Education, as well as the Office of the Mayor of Washington, D.C., among others.

Alan’s consulting background includes strategic planning and business development with the District of Columbia government, multiple federal agencies, Lockheed Martin, KPMG, and PricewaterhouseCoopers. He is a Certified Government/Defense Financial Manager (CGFM/DFM), holds a Teaching Certification from Harvard University’s Bok Center for Teaching and Learning, and earned an Executive MBA in International Business from The George Washington University.

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