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An Examination of Partner Perceptions of Partner Rotation

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An Examination of Partner Perceptions of Partner Rotation: Direct and Indirect Consequences to Audit Quality

Key Points: * In order to improve audit quality by making auditors more independent, regulators mandate partner rotation and cooling-off periods. Specifically, partners would be required to rotate off to another client every five years. As stated in the article, rotation improves independence resulting in a positive impact on audit quality. * However, more often than not, partners would much rather enter a new industry than relocate to preserve their quality of life. Most partners opt to retrain rather than relocate, thus affecting audit quality negatively. Based on the findings described in the article, 93% of audit partners reported needing at least two years to become fully effective in a new engagement. Even partners who stay within the same industry line need some time to get used to differing information technology and other processing systems, client personnel, corporate governance characteristics, and the time it takes to gain client trust at the senior management and board levels. * There are some costs related to rotations, and a cost-benefit analysis should be performed. With that said, it might be hard to quantify the costs and benefits of this situation. How do you weigh the improvement in audit quality due to independence against its decline due to a lag in audit effectiveness (resulting from either a change in client or a change in industry altogether)? * Rotations would also result in a decline in industry specialization. In my opinion, a professional is valuable because of their expertise in one field. If rotation causes partners to become less specialized, they may ultimately become less valuable. On the other hand, the same can be argued about having a partner with experience in different fields and industry lines.

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