When staff suffer: how CPA firms can break the burnout cycle

Burnout is one of the top operational challenges in CPA firms.

Research shows that staff overcapacity, inefficient workflows, and disjointed technology environments are directly fueling today’s workforce crisis.

But what’s the solution? Buying software to handle each problem as it arises—a “point solution”—is not enough. CPA firms need technology designed to reduce stress and create sustainable work environments.

What is driving burnout in CPA firms?

Recent industry data—from research conducted by IRIS alongside leading experts, examining operational patterns across hundreds of CPA firms— highlights how operational friction and workforce wellbeing are connected:

• 28% of firms identify staff burnout as their main operational obstacle—more than any technology or process problems.
• 22% struggle with inefficient workflows and/or ongoing rework.
• Only 12% are very confident in their workflows' ability to support long-term sustainability.

If you want to measure burnout, counting the hours people work only gives you part of the picture. It’s important to look at inefficient systems and how they add complexity, cognitive load, and frustration to everyday work.

How technology can cause stress

The connection between technology and workforce wellbeing is more complicated than many company leaders might realize. While technology aims to lessen workload, poorly executed or disjointed systems can often do the opposite.

The cognitive load issue

Cognitive load is a major contributor to workplace stress in CPA firms.

Every manual process, system switch, and workaround adds to the mental burden staff carry. They struggle with decision fatigue from having to deal with system limitations. Moving between different interfaces and processes also takes its toll. And we cannot forget that manual processes raise the risk of mistakes. Where that risk exists, anxiety takes hold.

Then, finally, there's the problem of time. Inefficient systems slow down work, intensifying pressure and further increasing stress.

The control paradox

Accounting professionals universally value accuracy and oversight. As such, disjointed systems pose serious problems for them.

If a system is unpredictable, accountants will worry whether the work will get done. While this work is underway, staff often have to manually override inefficient systems. The implication for them when they do this is that the system they're using does not support their judgment.

Furthermore, inefficient systems often have a serious version control problem. Is an accountant looking at the latest document? Doubt can soon set in.

Unfortunately, these poorly integrated systems often make staff feel guilty, too. Eager to take responsibility, they assume that if anything goes wrong, it must be their fault.

The growth frustration factor

Another source of frustration is the growth barrier created by operational friction. Ambitious professionals, eager to grow, find themselves demoralized by repetitive admin.

Needless to say, this same admin also diverts staff from lucrative work. 

Principles for workforce-centered technology

Leading firms are rethinking their technology strategy with a focus on their workforce. As well as asking, "Will this increase efficiency?" they also want to know, "Will this create a better working environment for our people?"

So how do they achieve this? They consider three main principles.

Principle 1: simplify instead of making things complex

Instead of introducing tools to address issues, concentrate on removing unnecessary complexity.

You can achieve this by consolidating systems, completely automating repetitive tasks (instead of partially), integrating data flows to eliminate manual transfers, and standardizing processes to reduce decision-making stress. These are important steps towards creating a smoother environment that allows staff to focus on meaningful work rather than wrestling with technology.

Principle 2: design for everyday experience

The second principle centers on improving the everyday employee experience. How might you achieve this?

Establishing consistent user interfaces across all systems, single sign-on to minimize login friction, mobile accessibility for convenience, and intuitive workflows that align with natural thought patterns all make a difference. They contribute to a day that feels more joined up and less stressful.

Principle 3: support professional development

Supporting professional development through technology deserves to be a cornerstone of any workforce-centered strategy.

For example, automated reporting can deliver valuable insights instead of just raw data, real-time dashboards can support strategic thinking, integrated training resources can be embedded within core systems, and performance analytics can help staff improve.

How small firms have the advantage in workforce technology

Smaller firms often believe they can't compete with larger companies in technology and workforce perks, but research shows otherwise. Small firms possess unique strengths in adopting workforce-centered technology. Let’s explore how this is the case.

Agility in implementation

How do small firms move more quickly than their peers?

Faster decision-making allows for quicker technology adoption in small firms. With less stakeholders involved, staff communicate directly and projects move forward more smoothly. Everyone's needs are clear from the start, which means less missteps and delays. When software is introduced, immediate feedback loops enable teams to rapidly fine-tune solutions.

A personalized technology experience

How do small firms fine-tune their solutions for their staff?

Small firms have better customization capabilities. There are none of the rigid mandates that you will typically find in large firms. They can tailor technology to fit the unique work styles of staff and teams, who can provide direct input to this process. This gives everyone a stronger sense of ownership, which is ideal at a time of change. Staff in smaller firms often have strong working relationships, which also helps drive tech adoption.

Cultural integration opportunities

How do small firms more easily bring their teams together around tech?

• A unified culture surrounding technology adoption
• Shared values that emphasize both efficiency and wellbeing
• Team collaboration in enhancing technology workflows
• Leadership accessibility for resolving issues

Small firms tend to have a unified culture when it comes to tech adoption. This is grounded in shared values that emphasize both efficiency and wellbeing.

These firms lean into team collaboration to power technology workflows, and leaders are often ready to address any issues.

Measuring the success of workforce technology

It’s one thing to apply solutions based on theory, but it's another to chart their return on investment. Firms applying workforce-centered technology strategies should monitor metrics beyond standard efficiency measures.

Here is a checklist of areas to consider.

Workforce health indicators

• Stress level surveys and routine check-ins.
• Work-life balance evaluations and time-tracking analyses.
• Job satisfaction scores related to technology-specific questions.
• Turnover rates and exit interview feedback that track operational friction.

Professional development metrics

• Time allocation analysis displaying the distribution between administrative tasks and value-added work.
• Tracking skill development and training completion rates.
• Career advancement pace and internal promotion rates.
• Client interaction quality and feedback ratings.

Operational wellbeing measures

• Error rates and quality consistency metrics
• Stress related to project completion and meeting deadlines
• Effectiveness of collaboration and team communication
• Contributions to innovation participation and process improvement

3 ways you are more competitive after beating burnout 

In a fiercely competitive market, companies that develop technology environments that support staff wellbeing have the edge over their rivals. Here are three reasons why. 

1. You attract top talent 

• A technology-forward reputation attracts professionals accustomed to slick digital solutions. 

• Your work-life balance promise becomes credible with supporting systems. 

• Your professional development opportunities appeal to ambitious candidates. 

• A modern workplace image sets your firm apart from traditional competitors. 

2. You retain staff 

• There are reduced workflow frustrations caused by operational friction. 

• There’s better engagement thanks to a more meaningful work focus. 

• Staff enjoy greater career satisfaction through ongoing learning opportunities. 

• There’s more cultural pride in being part of a forward-thinking organization. 

3. You improve performance 

• You get higher productivity from engaged, satisfied staff. 

• You deliver better client service thanks to professionals who are not stressed by systems. 

• There is an innovation culture driven by teams in your firm that are empowered through effective technology. 

• You oversee sustainable growth thanks to improved workforce stability. 

Where do you go from here?

We’re seeing a fundamental shift in how we think about professional services technology: from seeing staff as users of systems to understanding systems as supporting human potential.

This is a time when leaders must make a decision. Should they keep treating technology and workforce as separate challenges, or see them as connected opportunities—a chance to build sustainable, human-centered professional services organizations?

The firms that use tech to put their people first will not only achieve more efficient operations but also cultivate more satisfied, productive, and loyal teams.

See how IRIS can help you with people-first technology.