Is Burnout the New Normal?

The accounting profession, long considered a benchmark of stability and reliability, is quietly but steadily facing a destabilizing force: burnout. Beneath the surface of tax filings and audit cycles, firms are losing experienced talent, struggling to attract new professionals, and contending with a reputation that no longer appeals to the next generation of CPAs. This isn’t just a workplace challenge. It is a risk to continuity, quality, and long-term competitiveness.

A Shifting Definition of Stability

Nearly 60% of accounting professionals reported feeling burned out in 2023, according to DOKKA. What was once viewed as a seasonal pressure tied to tax deadlines is now a year-round condition affecting performance, morale, and retention.

The root causes are deeper than long hours. Accountants are expected to meet relentless deadlines with no margin for error, leaving little room to recover. As Logan Koopman, CEO & Founder of The Agency notes, “Public accounting firms face several challenges related to burnout that ultimately perpetuate the issue. Firms face demanding federal deadlines coupled with an overall lack of staff to complete the work on time. The lack of staff causes long hours, late nights, excessive burnout, and employees that leave public accounting altogether. When those employees leave public accounting altogether, the industry as a whole suffers increased losses in available resources which makes the issue very difficult to solve.” As The Wall Street Journal reports, job security alone is no longer enough to keep high-performing professionals in the field. Many are prioritizing flexibility, purpose, and quality of life over traditional benchmarks of success.

The CPA Journal has also identified growing tension between firm demands and employee expectations around work-life balance. For leaders focused on long-term growth and reputation, that misalignment presents a serious strategic challenge.

Burnout’s Price Tag

Burnout is more than a personnel issue. It has the potential to disrupt operations, damage client relationships, and slow down innovation at the firm level.

• Talent Loss: Departures lead to the erosion of institutional knowledge and client continuity.

• Quality Risk: Burned-out teams are more prone to errors that could impact compliance and reporting.

• Recruitment Headwinds: A reputation for overwork and limited flexibility discourages top candidates.

• Leadership Gaps: When high-potential professionals exit early, succession plans become unstable.

• Innovation Slowdown: Teams under constant strain are less likely to adopt new technologies or improve processes.

• Reputation Impact: High turnover can signal internal misalignment, raising concerns for clients and recruits alike.

  
  

As CPA Practice Advisor notes, burnout is no longer an isolated employee experience. It has become a risk factor that impacts the overall health and performance of firms.

Rebuilding from the Inside

Firms that want to compete long-term must treat burnout as a systems issue. Offering perks or occasional flexibility won’t resolve a culture that still demands constant output. The solution lies in how work is organized, how expectations are communicated, and how people are supported when pressure runs high.

True flexibility comes from operational design, not policy documents. Growth plans need to align with individual goals, not just firm needs. And conversations about bandwidth must become proactive, not crisis-driven. Firms that make these changes don’t lose ground. They build it.

What Professionals Can Do

• Set Boundaries: Define working hours and communicate them clearly. Protect time outside of work.

• Optimize Workflows: Use focused time blocks and structured task batching to maintain energy and productivity (CPA Practice Advisor).

• Prioritize Recovery: Small breaks and moments of reset improve focus and reduce fatigue (SIMAA).

• Use Support Networks: Leverage professional communities, mentors, and internal resources.

  
  

What Leadership Can Do

• Create Space for Dialogue: Make conversations about capacity and workload a regular part of management.

• Implement Real Flexibility: Build hybrid options and adjustable timelines into how work gets done, not just policies.

• Invest in People: Offer structured career paths, ongoing learning opportunities, and support for professional growth.

• Check In Consistently: Use regular touchpoints to understand stress levels before they reach a tipping point.

• Lead by Example: Model healthy work habits and recognize teams not just for results, but for how they are achieved.

  
  

The Future Demands Change

Burnout is forcing the accounting profession to confront fundamental questions about the careers it offers and the firms that will shape its future. Sustainability is no longer a vague ideal. It appears clearly in turnover rates, open positions, and the reluctance of skilled professionals to seek leadership roles.

Today’s candidates judge firms by what they observe, not just what they hear. When the experience of employees does not match a firm’s stated values, those candidates move on.

This moment calls for attention to what must be rebuilt within the profession. The firms that respond with intention and honesty will secure not only the talent they need but also the respect and trust essential to lasting success.

Sources

DOKKA. “How the Burnout Crisis is Leading to Talent Shortages in Accounting.” https://dokka.com/how-the-burnout-crisis-is-leading-to-talent-shortages-in-accounting/ 

The Wall Street Journal. “Job Security Isn't Enough to Keep Many Accountants From Quitting.” https://www.wsj.com/articles/accounting-quit-job-security-675fc28f 

CPA Practice Advisor. “Breaking the Burnout Cycle.” https://www.cpapracticeadvisor.com/2025/01/10/breaking-the-burnout-cycle/154250/ 

SIM Accounting Association. “The Accountant's Burnout.” https://www.simaa.org/post/the-accountant-s-burnout 

The CPA Journal. “The Conflict Surrounding Work-Life Balance in Public Accounting Firms.” https://www.cpajournal.com/2024/02/12/the-conflict-surrounding-work-life-balance-in-public-accounting-firms/