September 5, 2023

Keep The “Burnout” at Bay

99%. That’s the percentage of auditors and accountants who report suffering from the “burnout,” harboring feelings of exhaustion, inefficiency and alienation from their jobs and careers, according to a recent study by the University of Georgia and FloQast, an accounting software company.


What’s behind the high number? According to the study, challenges including new regulatory compliance rules, long hours and the shift to remote work. While burnout among CPAs was a growing problem prior to COVID-19, the pandemic certainly exacerbated the issue.


During the off season, it’s important to recharge for next season and put in place some strategies to alleviate future burnout and safeguard your mental health. Here are some ideas:


Conduct a time audit. Are you working as efficiently as possible? If you’re not sure, it’s time to audit your time each week. According to the Paredo Principle, 80 percent of business outcomes come from 20% of the tasks we do. Try keeping track of how you spend your time each week so you can learn which tasks truly require a large investment of your time — and which could be cut back or eliminated altogether. For example, you might discover that time spent with clients produces the most outcomes, while daily and weekly staff meetings without a focused agenda do little to help you achieve your goals and could be reduced.


Set clear boundaries. The shift to remote work has blurred any boundaries between our work lives and personal lives, and it’s up to us to cultivate a healthy balance between the two. As high-achieving professionals, CPAs often say “yes” to nonessential requests or strive to get a project done before its due date. While it’s great to be fastidious, it’s important to step away from work at the end of the day and over the weekend so that you allow yourself time to recover. Take a few minutes to write down some boundaries that you’ll stick to as the season gets into full swing.


Delegate when you can. Because CPAs are often highly conscientious, they end up doing more than they need to. For instance, many spend too much time doing tasks that could be delegated or automated. Take control by focusing on the activities that mean the most to you, and delegate other tasks, such as administrative work, and use accounting software to automate manual tasks.


Use technology to stay focused. There are many technological tools to help you stay on task during the workday so that you can safeguard your free time. For instance, browser plugins like StayFocused, a productivity extension for Google Chrome, helps you stay on track by on by restricting the amount of time you can spend on time-wasting websites. Once your allotted time has been used up, the sites you have blocked will be inaccessible for the rest of the day. Other plugins can help you keep better track of just how well you are able to manage your time. When you’re ready to “turn off” for the workday, consider utilizing “do not disturb” features on your phone or your computer to help yourself maintain a proper work/life balance.


Take regular breaks. When working remotely, it’s important to understand that time away from your home office is critical to your mental and emotional well-being. People who work from a home office are less likely to go outdoors during the day, since you’re not required to commute or go out to lunch. With that in mind, set an alarm to take exercise breaks every few hours and give yourself a dedicated lunch break just like you would if you were in the office. And refrain eating lunch and snacks at your desk. Step away and give yourself a change in scenery. If you’re really feeling stressed, many workplace psychologists suggest taking a 10- or 20-minute catnap (yes, a nap!) during the workday. According to Dr. Sandra Mednick, author of “Take a Nap, Change Your Life,” napping can boost creativity, improve focus and restore the sensitivity of sight, hearing, and taste.

Take a stress test. It’s natural for CPAs to feel stress occasionally, especially during busy season. Burnout is a more serious condition, with symptoms that typically include energy depletion, cynicism, and inefficacy. If you suspect you’re feeling burned out, take notice and identify the root causes. Once you've pinpointed what's contributing to your burnout, you can begin to address the issue.


Be proactive. The early fall is the ideal time to have conversations with your clients’ leadership to plan ahead for upcoming busy season. Schedule a conversation so that both of you can be more prepared for the months ahead. You’ll want to discuss what’s going on with the business and what they’ll need to do to prepare for the attest engagement. This discussion will help set the stage for an effective engagement — and ensure that you’re able to manage your time effectively in the months ahead.


There’s no doubt about it: Busy season is a stressful time, but you can avoid the negative consequences by taking a proactive approach to managing your time, and your stress level.


Collemi Consulting leverages nearly three decades of experience to provide trusted technical accounting and auditing expertise when you need it the most. We often work with CPA firm leadership to help maximize efficiencies and increase realization. To schedule an appointment, contact us at (732) 792-6101.


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ADDITIONAL GUIDANCE: Since this blog was first published, the PCAOB released two new guidance documents. The Nov. 26 updates can be found here: An additional overview of the requirements of QC 1000 and staff guidance for firms about how to comply with the standard. This document provides additional staff insights on scope and applicability, responding to engagement deficiencies, and documentation for AS 2901, Responding to Engagement Deficiencies After Issuance of the Auditor’s Report. The Public Company Accounting Oversight Board (PCAOB) recently announced a new set of quality control standards designed around a risk-based approach. And there’s only one year to design and implement them. The PCAOB’s new QC 1000 standard is more than two decades in the making, as it replaces the quality control standards it adopted on an interim basis back in 2003 from the American Institute of Certified Public Accountants (AICPA). The new standard is intended to make independent registered public accounting firms significantly improve their quality control (QC) systems. QC 1000 applies to all PCAOB-registered member firms, with more extensive requirements for those that audit more than 100 issuer clients annually. It has been approved by the U.S. Securities and Exchange Commission (SEC) and goes into effect on December 15, 2025. The new requirements and the work required to implement them will be extensive, and the larger public accounting firms require external oversight of the QC system. Therefore, it is strongly recommended that firms do not put it off until the last minute. At its core, the new standard is intended to enable firms to identify their specific risks and design a quality control system including policies and procedures to guard against those risks. The overall goal is to establish what the PCAOB calls “a continuous feedback-loop for improvement.” In this, the new standard differs from the International Auditing and Assurance Standards Board’s (IAASB) International Standard on Quality Management No. 1 (ISQM 1) and the AICPA Statement on Quality Management Standards No. 1 (SQMS 1). An extensive but not comprehensive comparison document of the three standards may be found here, but is presented only as a reference tool. New requirements QC 1000 has requirements that do not appear in other QC standards. They can be more prescriptive or more specifically tailored to the U.S. legal and regulatory environment. There are 10 main areas in which the QC 1000 standards go beyond other, existing standards. These are: Evaluation and Reporting: QC systems must be evaluated annually and reported to the PCAOB. They must be certified by specific individuals with responsibility and accountability for the firm’s QC system. Governance and Leadership: Firms must create and maintain clear lines of responsibility and supervision. Larger firms must have outside oversight and a confidential complaint system. Ethics and Independence: Quality objectives must be tailored to the U.S. regulatory environment. Larger firms must implement an automated system for identifying securities investments that could impair independence. Monitoring and Remediation: QC 1000 divides monitoring into engagement and QC system levels. Engagement and QC deficiencies are defined, including requirements for their determination. Larger firms must (and smaller ones should) monitor in-process engagements. Quality Objectives: The firm’s personnel must comply with its policies and procedures Information and Communication: Quality objectives for communication with external parties are established at the firm and engagement level. Communication of the firm’s QC system’s policies and procedures must be communicated in writing. Resources: The firm’s personnel must adhere to standards of conduct. Policies and procedures must address both enumerated and circumstance-specific competencies. Mandatory training, licensure and technological resource requirements are established Risk Assessment Processes: Quality risks must be identified and assessed annually. Roles and Responsibilities: A single person must be assigned responsibility for each role and responsibility in the QC 1000 standard. Documentation: With respect to the QC system’s operation, documentation that allows an experienced auditor to evaluate the operation of quality responses must be provided. Documentation must be retained for at least seven years. That’s not an exhaustive list, but it does give an indication of how much work will be involved. And it’s happening at the same time as the AICPA extensive new Statements on Quality Management Standards (SQMS) requirements are coming into effect . Collemi Consulting leverages nearly three decades of experience to provide trusted technical accounting and auditing expertise when you need it the most. We regularly work with CPA firm leadership to help them reduce risk and maximize efficiencies. To schedule an appointment, contact us at (732) 792-6101.
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