Each year from January through April, public accounting professionals across the U.S. brace for busy season, a period often defined by long hours and intense deadlines. In recent years however, growing concern over burnout and a widening talent shortage has driven calls for better work-life balance and staff support.
To understand whether these efforts are making a difference and to capture the reality of the 2024/25 busy season, we surveyed 110 tax and audit professionals – from Associates to Partners – across North America. All responses were anonymous, offering honest insights into their experiences. Here’s what we found.
Busy season 24/25 in review
Our survey shows that while stress and long hours remain constant, experiences vary significantly by seniority and support. And for many, recognition and practical tools still fall short.
1. Stress levels remain high, especially for Seniors
Over half (54.6%) described the season as somewhat or extremely stressful. Seniors were most affected, 75%, compared to just 22.2% of Associates. In contrast, most Associates (61.1%) found the season “challenging but manageable.”
2. 51-60 hour weeks are the norm
Nearly 80% of respondents worked more than 51 hours per week. The 51-60 hour range was most common (48.1%), while 31.4% worked over 61 hours. Managers and Partners were the most likely to exceed 70 hours, at 38.4% and 20.5% respectively.
3. Work-life balance remains a challenge
Only 26% rated their work-life balance as “Good” or “Excellent.” A striking 74% called it “Fair” or “Poor,” with Seniors most likely (46.9%) to rate it “Poor.”
4. Recognition falls short for mid-career professionals
On average, respondents rated how recognized and rewarded they felt at just 6.5 out of 10. While Partners averaged 7.6, both Seniors and Managers lagged at 5.9, highlighting a mid-career recognition gap.
5. Most firms offered perks, but not always practical support
While 76.4% received perks during busy season, only 52.7% said they were given tools that helped manage workload, pointing to a disconnect between intent and impact.
In-depth analysis of busy season 2024/25
As shown above in graph 1, respondents were fairly evenly distributed across job levels, from Associates (16.4%), to Partners (30.9%). This balanced sample allowed us to draw insights into how busy season played out across roles.
How many hours did audit and tax professionals work during busy season?
Overtime was a defining feature of the 2024/25 busy season. The most common workload reported was 51-60 hours per week, selected by 48.1% of respondents. Another 19.4% said they worked 61-70 hours, while 12% reported logging 71+ hours. But this wasn’t evenly shared across levels.
As seen in graph 2, Associates typically worked fewer hours than their more senior colleagues. While 64.7% reported working 51-60 hours, 29.4% fell in the 40-50 hour range – the highest share in that bracket.
Seniors and Managers, on the other hand, were more likely to experience extended workweeks. Although many still landed in the 51-60 range, 45.2% of Seniors and 53.8% of Managers, over a third of both groups (35.5% of Seniors and 38.4% of Managers) reported working more than 60 hours per week.
Partners showed the widest variation. While 38.2% averaged 51-60 hours, 20.5% reported 71+ hour weeks, highlighting the variable demands of leadership.
The nature of senior roles – spanning client management, strategic oversight and last-minute problem-solving, often extends well beyond standard hours; but the data does suggest firms may be consciously shielding junior staff from the most intense workloads.
How did public accounting professionals experience busy season?
Perceptions of work-life balance closely aligned with hours worked and varied widely by role. As seen in graph 3, Associates were most likely to report a positive experience, with 55.5% rating their work-life balance as “Good” or “Excellent.”
Seniors however, had a more polarised response. Though 46.9% reported “Poor” balance – the highest across all levels – they also had the highest share (9.4%) who rated it “Excellent.” This is likely growing pains of stepping into greater responsibility while still carrying a heavy workload.
By comparison, the majority of Managers (53.8%) rated their work-life balance as “Fair,” with fewer calling it “Good” (19.2%) and only 3.8% rating it “Excellent.”
Partners again showed the greatest variety: 41.2% reported “Poor”, while others were distributed across “Fair” (29.4%), “Good” (20.6%) and “Excellent” (8.8%). This suggests that seniority doesn’t necessarily shield professionals from imbalance, but may offer greater autonomy.
When asked to describe their overall busy season experience, 54.6% of professionals said it was either somewhat or extremely stressful. Another 35.5% called it “manageable but challenging,” while just 10% had a positive experience, reporting either “relatively smooth” (8.2%) or “rewarding and low-stress” (1.8%).
As shown in graph 4, stress levels varied notably by role:
- Associates were least likely to describe the season as stressful. Most (61.1%) found it “manageable but challenging,” with a small but notable share calling it “relatively smooth” (11.1%) or even “rewarding” (5.6%).
- Seniors reported the highest levels of stress. Three in four said the season was somewhat (28.1%) or extremely (28.1%) stressful.
- Managers had a similarly difficult experience: 53.8% described the season as stressful, while just 3.8% reported it went smoothly.
- Partners again reflected a wide range of experiences. While 29.4% described the season as extremely stressful, others rated it as manageable (35.3%), relatively smooth or rewarding (11.7%).
Unsurprisingly, those working 40–50 hours per week were significantly more likely to report a positive busy season. Many credited proactive planning, regular check-ins, clear client boundaries and intentional limits on working hours.
In contrast, professionals clocking 61-80 hours were significantly more likely to report high stress. But it wasn’t just the volume; it was also a lack of control. Themes like unclear expectations, reactive workflows and last-minute pressures emerged repeatedly. For many, it was the unpredictability, not just the hours, that made the season feel challenging.
Did tax and audit professionals feel recognized for their hard work during busy season?
When asked to rate how recognized and rewarded they felt during busy season (on a scale of 1 to 10), responses revealed a clear divide across career levels. As shown in graph 5, Partners reported the highest levels of recognition, with an average score of 7.6, well above the overall average of 6.5. While Partners carry significant responsibility, this result suggests their compensation and autonomy are more aligned with their sense of value.
Conversely, Seniors and Managers felt the least appreciated, each averaging just 5.9. Sitting well below the average, this recognition gap is at a pivotal point in the talent pipeline, where professionals may experience an increasing workload but not yet feel fully empowered or rewarded.
Associates reported a slightly higher score of 6.3, just below the overall benchmark. While still modest, their sentiment suggests early-career professionals feel more valued, possibly due to lower expectations, more direct feedback and/or targeted firm efforts to support new staff.
A clear pattern emerges when looking at busy season experience (see graph 6): perceived recognition starts strong early in a professional’s career, drops sharply mid-career and rises again later on.
- Professionals who have completed 1-2 busy seasons reported the highest average recognition at 7.6. This likely reflects early enthusiasm, lower expectations and/or targeted retention efforts by firms
- Scores hit a low point among those who have experienced 6-7 busy seasons, averaging just 5.2. Often on the cusp of partnership, these professionals may face mounting pressure with unclear career paths, leading to fatigue or disillusionment
- Encouragingly, recognition rebounds among those who have completed 8+ busy seasons, who average 6.9. Many in this group likely hold senior roles or have developed greater control over their time and workload, leading to improved perceptions of value.
Overall, the data reveals a “mid-career slump” in public accounting, particularly at the Senior and Manager levels. These professionals play a critical role in delivery, leadership and client relationships, yet often feel overlooked.
As Arran Jaiswal, Director at Distinct explains – “For firms looking to retain experienced talent and build a sustainable leadership pipeline, this is a risk worth addressing. Whether through clearer advancement pathways, more consistent feedback or meaningful recognition programs, targeted efforts are needed to re-engage this vital group and ensure they see a future worth staying for.”
What support did CPA firms offer during busy season?
Just over half of respondents (52.7%) said their firm provided tools or resources that helped them manage their workload more effectively. As shown in graph 7, the most commonly cited support included:
- Dedicated support or outsourced assistance (28.2%)
- Time-tracking tools (27.2%)
- Automation software (25.5%)
Notably, professionals who used three or more support tools were significantly less likely to describe their busy season as “stressful.” These tools appear to reduce pressure by streamlining tasks and helping teams stay ahead of deadlines but the positive impact went beyond workload. Those who received practical support reported an average recognition score of 7.2, well above the overall average of 6.5. This suggests that when firms invest in effective tools, their people feel more supported and valued.
Among automation solutions, AutoFlow and SurePrep were most frequently mentioned. For project management, CCH Engagement and TaxDome stood out, with several respondents calling them “game changers.”
In addition to tools, the vast majority of respondents (76.4%) said their firm offered perks or initiatives during busy season. As shown in graph 8, the most common were:
- Free meals and snacks (66.3%)
- Flexible working hours (59%)
- Team-building or social activities (26.3%)
- Wellness initiatives (15.4%)
While appreciated, these perks weren’t always seen as enough. The biggest gains on perceived recognition and reward were reported when both perks and tools were provided: average score of 7.7, highlighting the power of a combined support strategy.
In summary, this report suggests stress and long hours remain constant, but mid-career professionals – especially Seniors and Managers – are bearing the brunt. Perceived recognition and work-life balance, point to critical gaps firms must address.
The good news? Targeted, practical support works. Firms that invested in the right tools and meaningful perks saw higher morale, stronger retention signals and teams that felt genuinely valued.
If you’re a tax or audit professional wanting to explore your options or a CPA firm seeking guidance on how to attract and retain top talent, our expert public accounting team is here to help. Contact us today.
