AHI Beginning In-Charge Staff Training 2021
Monday, October 18, 2021 - Wednesday, October 20, 2021 | 8:00 am - 1:15 pm
Course # 125144 | by AHI Associates
Members SAVE $0
Speakers: Carol J. Borsum
Time: 8:00 am - 1:15 pm
Total Credits: 24.0
Earn Up To: 18.0 AA credits
Level: Intermediate
Vendor: AHI Associates

What you will learn

To enable staff to advance more quickly to higher levels of responsibility and to become more profitable to their firms by helping them better plan and efficiently complete audits, supervise staff, review working papers and interact with partners and clients.

Note: This course is 18 hours live instruction and 6 hours self-study.


Go one step further in your career and assume higher levels of responsibility with this third course in the AHI Staff Training series. It provides extensive training in crucial procedural, evaluative and supervisory areas. It will help you improve your planning, review, audit and other engagement skills as well as give you techniques for effective communication with clients and colleagues. Your ability to assess risk and materiality and to make non-statistical sampling decisions will greatly improve with this all-inclusive course.

Register early to take advantage of the best price! Please note, discounted pricing is already reflected in the online price. No promo code is needed.
Through September 20: $759 MICPA Members / $1209 Non-Members
September 21 - October 5: $779 MICPA Members / $1229 Non-Members
October 6 - October 18: $799 MICPA Members / $1249 Non-Members


Advanced Preparation:
Participants will be requested to complete a 6-hour self-study module before the first day of course. Details to be sent out prior to the course.

  • What is expected of the in-charge
    • Participants first build a composite list of the responsibilities of an effective in–charge based on their firms’ practices. The list is then used as a basis for discussing the kinds of actions that participants can take to improve their chances for achieving success in their firms.
  • Plan Engagements
    • The in–charge’s responsibilities for engagement planning are the focal points for this session. The steps that should be followed in proper planning are identified through the use of a case. This is followed by a discussion of the deterrents to planning that exist in actual practice and identification of ways to partially or fully overcome the deterrents. The emphasis in the entire planning session is on how to plan more effectively.
    • The second part of the planning session pertains to the proper use and common abuses of audit budgets as a planning tool. It also includes a case and discussion about strategies for obtaining better client assistance.
  • Assess Risk and Materiality
    • In this session participants first define and differentiate types of risk assessment; engagement risk and the risk of material misstatement. The impact that these risks have on audit evidence requirements is then discussed. Participants also discuss the concept of materiality. Materiality decisions need to be made both in the planning phase of an engagement and in the evaluation phase.
    • The first case in this module is used to illustrate how risk assessment and the determination of a preliminary judgement of materiality can be used to minimize engagement cost while still permitting high quality engagement performance. The final case requires participants to assess the risk of fraud, including conducting a fraud brainstorming session for a client.
  • Nonstatistical Audit Sampling
    Non-statistical audit sampling concepts are typically difficult for participants to apply to audit engagements.
    • This module begins with a discussion on properly applying audit standards. In a case continued from the previous module, participants practice making correct sampling decisions for the audit of one major financial statement account.
    • The final case illustrates the concept of projecting sample misstatements to the population, including the consideration of sampling error.
  • Meet Client Needs
    • One purpose of this session is to illustrate the four primary elements of effective selling and how these elements can be used by in-charges to help the firm sell additional services to existing clients.
    • Using the conclusions reached, a general discussion is held about how to use management letters as a client relations and sales tool. There is specific discussion on the purposes of management letters, elements of effective letters, development of management letter ideas and writing better letters.
  • Complete Engagements
    • Inexperienced in–charges typically have difficulty getting an engagement completed. This session is designed to give them ideas and teach them how to do a better job in that area. Early problem identification, tying up loose ends throughout the engagement, early review of assistants’ work and self review are stressed as ways to reduce completing-the-engagement difficulties.
  • Review Assistants' Work
    • This session emphasizes identifying objectives and developing a methodology in reviewing assistants' work. Early review, proper documentation and effective communication of review comments are essential parts of the discussion. A major case provides practice in reviewing a section of a set of working papers.
  • Supervision
    • Supervision and motivation of assistants is a major topic in Supervisory Staff Training. It is introduced in this program to help participants understand the importance of good supervision and to teach them some on–the–job supervision techniques.
    • Fundamental characteristics of good supervisors and common characteristics found in poor supervisors are identified through a series of short case studies. There are also cases and discussion dealing with teaching assistants and effectively assigning responsibilities to assistants.

Note:  Be prepared with a calculator.


Second- or third-year staff members who have been in-charge of at least two audits or review engagements, or plan to have in-charge responsibilities within the next six months.
  • Carol J. Borsum
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