The identity and roles of the engagement partner will be communicated to the client’s management and other parties responsible for the entity’s governance. The firm is responsible for ensuring that the engagement partner assigned to each engagement has the necessary competencies and enough time to assume overall responsibility for performing the engagement according to professional standards and applicable regulatory and legal requirements. The engagement partner may also plan for coaching opportunities between junior and senior personnel to guide the development of less experienced staff.
When determining the appropriate personnel to assign to an engagement, particular attention will be given to their technical knowledge, qualifications and experience. Continuity with the client, balanced with rotation requirements, will also be considered. The MP has ultimate responsibility and authority for all engagement scheduling matters and will be the final arbiter regarding human and other resource conflicts. 4.4 Enforcement of Quality Control Policies (Discipline) The firm’s quality control system requires more than just effective monitoring. An enforcement process is essential, and includes consequences and corrective procedures for non-compliance, disregard, lack of due care and attention, abuse, and circumvention. The MP has overall responsibility for the firm’s disciplinary process. Corrective action is determined and administered through a consultative process, not in an autocratic fashion. The corrective action taken will depend on the circumstances. All-encompassing rules and procedures cannot completely address disciplinary issues and the type of disciplinary action to take. Accordingly, firm policies can only set out general principles and protocols that assist in the process of dealing with significant disciplinary matters. Serious, willful, and repeated infractions or disregard for firm policies and professional rules cannot be tolerated. Appropriate steps must be taken to correct the partner or staff member’s behavior or terminate the person’s relationship with the firm. Corrective action taken will depend on the circumstances. Such actions might include, but are notlimited to: • Interviewing the person(s) involved to establish the facts and discuss causes and solutions; • Counselling and/or mentoring; and • Conducting follow-up interviews to ensure compliance has improved or to caution the staff involved that stronger corrective action will otherwise be required to protect the interest of clients and the firm, such as: - Reprimand (either oral or written); - Mandatory requirement to complete defined continuing professional development; - Written record filed in the personnel file; - Employment suspension; - Termination of employment; or - Formal notification filed with the professional association’s discipline committee.
4.5 Rewarding Compliance It is important to reinforce and stress the firm’s commitment to a strong and effective quality