By Steve Saah.
Performance review season may be routine, but the meetings between managers and employees during this time don’t have to be. After a demanding year of economic uncertainty, shifting client expectations and ongoing capacity challenges, CPA firm leaders should consider using these one-to-one sessions with their staff members more strategically.
A year-end check-in can provide a valuable platform for boosting employee morale, reinforcing firm culture and setting the tone for a productive 2026. There is also strong evidence that many workers want their managers to engage with them directly and meaningfully. Recent research from Robert Half found that 73% of workers plan to remain in their current roles for the near term, and nearly a third cited a strong relationship with management as a top reason for staying put. Work flexibility, a strong company culture and feeling professionally fulfilled are also major factors keeping people in place.
The fact that many workers are gravitating toward stability gives CPA firm leaders even more reason to use the year-end check-in as a tool for prioritizing employee engagement and development, strengthening retention and deepening trust—all while creating the momentum teams need heading into busy season. Employees are more focused than ever on what the firm has to offer, and what management has to say. Here’s how you can make the most of this moment.
Reframe performance review season as a conversation about what’s ahead
Traditional performance reviews tend to focus on what happened—the metrics, deliverables and results from the past 12 months. However, employees also need to understand what you will require and expect from them next, especially as your firm prepares for another fast-paced year. When CPA firm leaders shift the tone from evaluation to direction, the conversation becomes far more valuable.
A modern year-end check-in pairs performance insights with a forward-looking road map. Talk about what supported strong work in 2025, where processes created bottlenecks and what actions will matter most in the coming tax season. Clear expectations around communication, priorities and work-life balance can help employees feel more prepared, supported and ready for what’s ahead.
Complement year-end check-ins with dedicated career conversations
Performance review season is a natural time to have more focused career conversations with your employees. Many CPA firm leaders choose to schedule this one-to-one meeting separately or as a follow-up to the formal performance review. This approach gives employees the space to shift out of evaluation mode and into a more open, forward-looking dialogue about their long-term growth.
Use career conversations with your employees to explore:
- The assignments or projects that they find most energizing
- How they want to build or strengthen their capabilities in the year ahead, including through upskilling and continuing education opportunities
- What they would like to do differently to grow professionally (e.g., gain more client exposure, take on supervisory responsibilities)
Holding career conversations during performance review season not only helps you identify emerging leaders—it also equips you with valuable insight for shaping your leadership development and succession planning strategies for the year ahead.
Professional development steps for staff might include leading an engagement, mentoring less-seasoned colleagues, contributing to a process improvement or technology modernization effort, or partnering with a manager on client strategy. Framing these opportunities as part of a structured leadership pathway—not just an extra responsibility—can help employees better visualize their future with your firm and strengthen succession planning.
Take the pulse on employee morale and conduct a pressure check
Even the most experienced and committed teams can feel stretched, especially when the firm is navigating unpredictable times. Use year-end check-ins to gauge how employees are feeling about the volume and pace of work, and where they’re typically encountering pressure or friction. These discussion can help surface early signs of burnout and potential talent retention risks.
If you detect consistent themes—such as inadequate staffing levels, unclear expectations or outdated tools—flag them for follow-up. Making swift, strategic adjustments, whether it’s improving workflows or engaging external resources to help lighten the load during tax season, can have a significant and positive impact on employee morale. It shows that you’re listening, which helps reinforce trust and contributes to a stronger, more sustainable firm culture.
Make shared commitments a defining outcome of year-end check-ins
If you’re looking for ways to inspire your team and prepare them for a new year of work at your firm, don’t dismiss the power of year-end check-ins. They can be so much more than conversations about past performance. You can use them to help your staff members understand how their day-to-day efforts reinforce the firm’s expectations and values, from technical excellence to collaboration.
When you connect individual achievements to the CPA firm’s culture and success, your people can gain a clearer sense of how their work fits into the bigger picture. Inspiration often starts with recognition for a job well done. Highlighting moments that truly made a difference for your business—resolving a complex client issue, stepping up to meet a challenging deadline, or mentoring a new staff member—shows employees that their efforts weren’t just noticed, but truly valued.
Of course, if you want year-end check-ins with employees to be energizing and impactful, they need to be two-way conversations. Offer thoughtful, constructive feedback, but also give team members room to share what they feel contributed to their success—or made the year more difficult. Then, align on a few practical next steps, document them and revisit them early in the new year. That shared commitment to improvement can create continuity, support accountability and help sustain employee engagement and development well beyond the performance review season.
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Steve Saah is the executive director of permanent placement at Robert Half, the world’s first and largest specialized financial talent solutions service. The company has more than 300 locations worldwide. He is responsible for leading U.S. operations, based in the Washington, D.C., metropolitan area. He was named executive director in 2017, previously serving as director of permanent placement services.
Saah has been with the company since 1998, where he started as a recruiting manager, following a career as an internal auditor and assistant controller. He is a noted expert, author and presenter on career, management and hiring trends, particularly those affecting the accounting and finance fields. Saah earned a finance degree from Virginia Tech.
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