And this year, the answer to "is there something better?" has rarely been easier to find: nearly 4 in 10 employed US workers plan to start a new job search in the first half of 2026.

The talent market makes this worse than it might otherwise be. Only 6% of accounting and finance managers say they have the talent they need to complete high-priority projects. And when a skilled accountant leaves your firm, the average time to fill that role—assuming it requires CPA credentials—is 73 days, which is 41% longer than comparable non-CPA positions. 

So you're not just losing a person. You're losing that person's capacity for the next quarter, plus the recruiting cost, plus the onboarding time, plus the productivity dip while someone new finds their feet.

What actually keeps people?

Retention research across industries converges on a few consistent drivers: respect, recognition, and a clear sense of where they're going. In accounting, those translate into some specific actions.

1. Have the conversation before they have it with someone else

The single most effective post-season move is a one-on-one conversation that isn't about performance or billing. Ask how they're doing. Ask what they found hard this season. Ask what they want from the next 12 months. And don’t ask as a formality. This should be a genuine inquiry. People are much less likely to call a recruiter back if they've just had a conversation with their manager that made them feel seen.

2. Be concrete about the path forward

Vague promises about ‘opportunities ahead’ don't retain people. Specific conversations do. If someone is ready for more responsibility, tell them what that looks like and when it could happen. If a pay review is coming, say so. Uncertainty about the future is one of the most common reasons people start looking elsewhere, and it's often unnecessary. Firm owners know more than they communicate. It’s time to flip that narrative.

3. Acknowledge what the season actually cost

The accounting profession has a tendency to normalize busy season as just part of the job. But the people who got through it paid a real cost—in hours, in stress, in time away from the rest of their lives. Acknowledging that directly, specifically, and without minimizing it matters more than most firm leaders realize.

4. Look at the workload honestly

If you lose people every April and you're not asking why the season felt the way it did, you're treating a symptom instead of the cause. Some turnover is inevitable. But firms that invest in distributed work across the calendar year—through advisory services, ongoing client relationships, and systems that reduce peak season concentration—consistently see below-average turnover rates. The season doesn't have to be as brutal as it often is.

The 30-day window

The decisions your team makes about staying or leaving will mostly be made in the next four to six weeks. That's the window.

It doesn't require an overhaul of your firm's culture or a new retention program. It requires the deliberate, specific moves that tell your best people that the year ahead is worth staying for: a real conversation, a clear horizon, and recognition that means something to the person receiving it.

The combination of clear advancement paths, reasonable workload expectations, and genuine development support creates a compounding effect. People stay longer, they get better at their work, and they become the people who keep others from leaving.

And the firms that don't do this will find out shortly after busy season.