By Steve Saah.
It’s unusual for CPA firms to lose valued talent during the busy season. Most professionals are committed to seeing the work through and won’t abandon their teammates in the middle of a sprint. But once deadlines are met and the frenetic pace of work subsides, retention risk can rise quickly.
Employees have time to reflect on how the season felt and whether the workload was sustainable. Many also think about what they want next in their careers, and whether they can achieve it at their current firm.
Post-busy season talent loss is always a risk for CPA firms, but it could be higher this year. Here’s why:
- Unemployment remains low for accountants, but the shortage of and demand for skilled talent in finance and accounting extends to many other roles.
- Research from Robert Half found that nearly 4 in 10 employed U.S. workers plan to launch a new job search in the first half of 2026.
- Meanwhile, a “great thaw” is emerging, as workers who have been staying out of the job market voluntarily start exploring new opportunities again, just as more employers are looking to expand their teams.
How can CPA firm leaders respond to the rising risk of talent loss? Focusing even more on the “3 R’s” of retention throughout the busy season can be a useful starting point.
Recommended Articles
Staffing February 24, 2026
Professionals on the Move – Feb. 2026
Payroll February 17, 2026
Workers Only Have 2-3 Hours of ‘Focus Time’ Per Day, Says New Study
Staffing February 16, 2026
The AI Skills Gap No One Is Talking About
What are the 3 R’s of employee retention?
The 3 R’s of employee retention—respect, recognition and reward—are widely viewed as the foundation for keeping employees engaged and committed. During tax season, they become even more important because CPA firms are asking the most of their employees, and their employees are expecting to receive appropriate support in return:
- Respect is reflected in how the firm structures work, protects employees’ time and helps preserve their energy. Manageable workloads, thoughtful scheduling and the strategic use of skilled contract talent are all ways to demonstrate respect for accounting professionals by helping them deliver their best work while staying off the path to burnout.
- Recognition goes beyond saying “thank you” to employees once the pressure of tax season eases. Timely, specific acknowledgment of effort, paired with opportunities to recover, can help keep accounting professionals feeling valued—and less inclined to update their resume.
- Reward includes offering competitive total compensation, from work flexibility to professional development investment. Amid the shortage of skilled finance and accounting talent, these rewards can play a crucial role in whether a firm can retain in-demand professionals at any time.
A bonus ‘R’: Readiness
Readiness reflects a firm’s ability to maintain continuity and performance when staffing challenges arise. Succession planning, cross-training and a scalable talent model can help firms stay the course when capacity is stretched. Technology modernization can also help. When implemented thoughtfully, AI-enabled tools that automate routine tasks or streamline workflows can reduce manual effort, ease pressure on core teams and support on-time delivery of quality work.
Together, the three R’s—plus readiness—offer a practical framework for CPA firms to navigate retention challenges and maintain continuity after the busy season. The 3 strategies below translate that framework into steps leaders can take now to help prevent future talent loss.
1. Reduce pressure while the workload is still heavy
The most effective post-busy season retention efforts begin while work is still intense. Tax season will always be demanding, but unnecessary friction—such as unclear expectations, constant interruptions or inefficient workflows—can amplify stress and accelerate burnout.
CPA firm leaders can help by simplifying processes, clearly defining deliverables and timelines, and protecting focus time during peak production hours. Reducing nonessential meetings also gives accounting professionals more time to focus on high-value work.
Setting clear expectations also matters. When teams understand what success looks like and where flexibility exists, they’re better equipped to manage through the challenges of tax season.
2. Recognize effort in ways that truly resonate
Recognition loses power when it’s delivered too late. Non-specific recognition also falls flat. Leaders should therefore strive to acknowledge contributions in real time and be clear about the impact employees are making through their work and dedication.
Pairing that recognition with ample recovery time—such as offering staff 1 or 2 days of paid time off once tax season ends—can further strengthen retention. It reinforces that employee well-being matters to the firm as much as delivering results.
3. Invest in making work easier and career paths clearer
Busy season often highlights where systems, skills and support are lacking. Rather than treating those challenges as temporary hurdles to overcome, firms can use them to guide investment decisions that can help them not only prepare for the next busy season but also improve everyday work.
It’s also critical to help employees visualize their future at the firm. When people understand how today’s efforts connect to long-term opportunity, they’re more likely to stay engaged after busy season ends. Regular career conversations, structured advancement paths and professional development planning can all make a difference in improving the firm’s ability to retain—and attract—top talent.
Effective retention requires focus and intention
Post-busy season retention is always a challenge for CPA firms. The firms that navigate this risk effectively take deliberate action to support core teams during tax season, make recognition meaningful and reinforce the value of staying with the organization. They also build coverage plans that protect business continuity, knowing that top performers have options in a tight labor market, and could still leave unexpectedly at any time.
Firms that embrace this proactive approach will be better positioned to retain valued talent, protect institutional knowledge and deliver steady client service, no matter what happens after tax season.
===
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.
Thanks for reading CPA Practice Advisor!
Subscribe Already registered? Log In
Need more information? Read the FAQs
