To make ends meet - Audit Associate Ambank Group Employee Review

These are my reflections after serving AmBank's Group Internal Audit Department (GIAD) and thanks to Glassdoor, I get to share my experiences. Within the department, the frequently cited proverb "The proof of the pudding is from the eating". However, please remember that not every endeavor warrants experimentation. Please allow this feedback to streamline your decision-making process and advise against joining this department if you seek a more meaningful and enriching career elsewhere. It's crucial to note that while the bank's other departments boast effective management and stellar leadership, the same cannot be said for the GIAD. Presently and continuously grappling with a notable attrition rate, this department stands out as an exception. Despite the challenges of attrition, they always find ways to complete their audit deliverables, only the almighty will know the effectiveness and the outcome. I only hope, in the interest of the bank's overall assurance, the Audit Examination Committee (AEC) should commit to prioritize quality over quantity. A focus on enhancing the department's operational standards will undoubtedly contribute to the bank's sustained success. It's crucial to bear in mind that the primary emphasis of the department centers on consistently producing reports and fulfilling the audit plan, in their pursuit, quality and value of the audit is not entirely the motivation. GIAD’s unique leadership appears singularly fixated on the completion of audit reports. While every sensible auditor acknowledges the importance of the audit plan as a comprehensive guide to cover all audit areas, one should accept that the relentless production of reports, which often go unread within the organization, appears to be a futile allocation of time and effort. The department, which once used to be equipped with highly skilled experts, seems disproportionately preoccupied with meticulous details (e.g. formatting icons, graphics color contrast and never-ending text alignments), neglecting the broader strategic impact of how an audit department needs to align their strategy to the bank's strategic objective. Such a waste of time and the banks limited resources. The crux of the matter lies in the apparent resistance or reluctance of the entire senior management to embrace a more contemporary work style. This resistance, characterized by an unwillingness to update practices, hampers the department's ability to evolve in alignment with modern-day standards. Despite the proficiency and expertise possessed by highly skilled professionals, many of whom boast notable academic backgrounds and extensive experience across various industries, they often encounter a disheartening reality within the toxic culture of their respective departments. This challenging environment proves to be an insurmountable obstacle to the endorsement of professional recommendations, particularly for those who are relatively new to the organization. The department, disconcertingly, does not uphold its own internal processes. The prevailing culture ensures that reports consistently deviate from the “actual audit processes”. There exists a pervasive tendency to 'tone down' findings, and anyone daring to challenge this orchestrated conformity is promptly shown the exit. This curious dance is, however, enthusiastically embraced by auditees who find solace in the malleability of outcomes. Exploiting this inherent advantage becomes second nature to an auditee. Therefore, for those contemplating a venture into AmBank GIAD, it's imperative to heed this caution: "Your skill holds little sway; it's all about the ritual of completing a ‘report’, don’t rock the boat and conform to ‘his holiness’. Sadly, GIAD remains a department frozen in time, akin to a reluctant child refusing to grow, consistently attributing its shortcomings to the air, sun, sea and the alignment of the stars. The prevalence of manual efforts and internal processes transports one back to a bygone era, with no apparent inclination to return to the present and please don't ever dream of looking into the future. The leadership at GIAD contributes a sense of amusement to the narrative, industriously generating reports. These reports are frequently sent to the senior-most leader in the department's residence for review. Yes, you read it correctly – reports are physically printed and delivered to his house. In stark contrast to the AmBank Group's substantial investments in technology, the department's leadership resistant to change is amazing, despite the possibility of significantly enhancing efficiency. GIAD remains a steadfast outlier, unwilling to embrace progress even at the cost of its own vitality and this is done with full conscience. My humble opinion for those who are contemplating a position within this department, inquire during your interview about the reasons behind the departure of the previous incumbent, listen and observe how they fumble to get you onboard. The attrition rate within the department is noteworthy, witnessing a continuous influx of talented and highly skilled individuals who, unfortunately, depart within a matter of months. Some individuals endure extended commitments due to contractual obligations, showcasing a testament to their reliability and trustworthiness. Performance assessments and its associated processes are often disregarded or not accorded the respect they deserve. Ultimately, decisions tend to be heavily influenced by the highest-ranking individual in the chain of command. Supervisor inputs or recommendations carry minimal influence, and similarly, your diligent efforts and creativity are not duly acknowledged, as your fate may be determined by the subjective preferences of the top circle. Typically, the criteria for assessment revolve around the sheer hours spent in the office rather than the quality of your work. Moreover, if, for any arbitrary reason, you do not find favor with the top executive, your prospects can swiftly decline. Consequently, there are no predefined processes or guidelines in the department for performance assessments, and the entire system is further exacerbated by disorganization and negligent management. The audit heads are experts in cleverly manipulating and exploiting talent for their own self-promotion rather than striving for the best results that would enhance the department or the bank, but one can never blame them in totality as this is what they have been molded and indoctrinated into. This dynamic is incredibly toxic. Notably, upon a staff member's resignation, they are demonized and verbally harassed, adding an unnecessary layer of drama to the departure process. It's evident that these individuals are resistant to adapting to any other working style, ensuring their persistence in the current problematic approach. Those destined for retirement seem to be clinging desperately to the hope that their ‘end of service’ will arrive soon and in the meantime ‘be part of the furniture’. Despite this, they staunchly resist making way for, or imparting their knowledge to, upcoming talents who could potentially succeed them. However, now when I think of it, I wouldn't want to impart any sort of knowledge from any of them, as they lack the ability to pass on values or expertise that could be applicable not only within the bank but anywhere else. This discernible pattern doesn't require a genius to identify. The upper echelon appears to be individuals who have found sanctuary within the department due to challenges securing employment elsewhere, please don't confuse it with the perception of loyalty. They have erected a protective cocoon, resistant to any disruptions. The prevailing culture in this environment fosters a tolerance for shouting, verbal abuse, and a lack of adherence to internal processes and procedures. At times, I find myself questioning the presence of HR in such situations. It's a skillful maneuver by the senior leadership to shield each other's unsavory practices from scrutiny. This is just the tip of the iceberg of the cons. In a nutshell, if you find yourself in a position where you're seeking employment primarily to meet basic financial needs, to put food on the table and pay the bills, and opportunities seem scarce elsewhere, consider exploring a role at AmBank’s GIAD. Rest assured, you'll likely secure a job in GIAD. Just be prepared not to fall under the trap of being ‘bonded’ and be ready for the challenges and “expect nothing”. Once more, I express my appreciation to GlassDoor for offering a platform to unveil the truths about organizations. I trust that this reflection serves as a guide for you to make a discerning choice. From one human to another, nobody should endure such an experience. We all have the power of choice and live by our principles. However, if you have chosen this path, be prepared to encounter numerous challenging, bitter, humiliating and unrewarding consequences.