Overview
Lack of transparency in an organization is a sure and substantial reason for suspicion that there could be mischief in the activities of the people in question. Though some leaders are naturally, not open or simplify prefer to be economical with the truth (Bhat 2008), even with sincerity and honesty, there is bound to be errors unconcealed within reports. According to Bhat, This errors and miscalculations would never have arisen if publicity of detail in the reports were given emphasis. Though no one is completely perfect especially when in charge of several people (like in a company), everyone deserves a chance to explain his or her side of the story before harsh judgment is lashed. The constitution and code of conduct notwithstanding, it is only fair to listen to the defense people have to give.
History
Expected discussion time: 10 minutes
Accompanying documents: none
Expected answer
If the respondent denies any knowledge of the existence of corruption in the firm or his involvement in any mischief (that is the most likely answer), then they would not be sincere (Bhat 2008). Errors of such magnitude must have caught his attention earlier when still in office. If, on the other hand, he acknowledges compromised situations, I will follow up to ascertain whether the top management was involved or the junior staff. If the top management was involved, then the dismissed CFO simply joined a corrupt system that he could not fight. If otherwise (the junior staff caused inconsistencies), and the accused respondent is accountable for his staff's flaws.
Inconsistencies
Expected discussion time: 10 minutes
Accompanying documents:
Internal audit reports, monthly financial reports.
Expected answer
Like many leaders in this situation do naturally, they blame the junior staff for tampering with data citing that it would impossible to track and discover minor issues within daily reports submitted. From experience, most culprits claim it would be too much work to handle from their positions.
A defensive attitude that passes the blame on to someone else will mean the respondent is both guilty and accountable for their mismanagement and neglecting of roles as portrayed in their job description (Kvale and Brinkmann 2009). For instance;
“My junior staffs are responsible”
On the other hand, if the respondent admits the flaw but is not ready to give up the source of the inconsistency would mean there could be a more powerful force behind the inconsistencies which they cannot reveal, and the dismissed CFO is just desperate for his job.
Job description and qualifications
Expected discussion time: 5 minutes
Expected answer
“It happened when I was away” is a common and famous excuse for an answer.
Absence from work due to permitted leave, business trip or any other reason may only take the physical presence of the Officer away. However, the records should not only show and account for every activity as usual, and the officer can be contacted while away.
According to Baht, Such an answer suggests the fact that the department consists of uncontrollable group of mischievous opportunists that the dismissed Officer was not able to influence.
Staff training
Expected discussion time: 5 minutes
Accompanying documents: Staff meeting minutes
Did the dismissed Chief financial officer train the finance unit and other staff on the awareness and knowledge of financial management matters? Did he exercise his role as the chief of finance matters at his level to influence the junior staff on transparency, competence and consistency in record keeping?
Expected answer
“The company always employed qualified and experienced personnel for the team."
An answer with this inclination suggests the likelihood of a case of neglecting duty as described in the job description (Brigham and Erhardt 2013).
Fiscal reports
Expected discussion time: 5 minutes
Accompanying documents: Balance sheet reports, contract/grant budgets, development and monitoring budgets, revenue/expense reports
Was the Chief financial Officer aware of his role in overseeing the management and coordination of all fiscal reporting activities for the organization? Was he obstructed from attending to his duties?
If the answer to the latter question is affirmative then I will beckon the respondent to give detail of where exactly the hindrance to transparency lies.
Expected answer
“I was not free to attend to my roles as the Chief Finance Officer."
Other questions
Expected discussion time: 10 minutes
Other leading questions include;
Did you feel under pressure to perform your duties as the Chief Finance Officer?
Expected answer
No specific answer expected
Do you feel that you performed your duties and served as the CFO honestly, effectively and as expected?
Expected answer
Yes
Affirmative answer suggests evidence of uncovered truths and likelihood of more culprits not judged by the shake-up in the organization.
Do you feel the judgment against you was rash and bias and that the evidence was not enough to incriminate you?
Expected answer
Yes
If given a chance, would you want to work with us again?
Expected answer
Yes.
Affirmative answer points to the fact that the dismissed Officer believes in the core values of the Organization.
A negative answer will suggest that they and also that there could be individuals within the organization they sharply disagree either because they are mischievous or strict and orderly.
Is there anything else you want to let me know about the company?
Expected answer
Yes
With more information that was not necessarily answered in the questions I gave, am able to acquire more relevant background information from an experienced inner source.
References
Baker, H. K., & Powell, G. E. (2005). Understanding Financial Management: A Practical Guide. Oxford: Blackwell Pub.
Bhat, S. (2008). Financial Management: Principles and Practice. New Delhi: Excel Books.
Brigham, E. F., & Ehrhardt, M. C. (2013). Financial management: Theory and practice. Mason, Ohio: South-Western.
Kubrick, S., & Phillips, G. D. (2001). Stanley Kubrick: Interviews. Jackson: University Press of Mississippi.
Kvale, S., & Brinkmann, S. (2009). InterViews: Learning the craft of qualitative research interviewing. Los Angeles: Sage Publications.
Lapovsky, L., & McKeown-Moak, M. P. (1999). Roles and responsibilities of the chief financial officer. San Francisco, CA: Jossey-Bass.
Mader-Clark, M. (2013). The job description handbook. Berkeley, CA: Nolo.
Pandey, I. M. (1999). Financial management. Delhi: Vikas Publishing House.
