Burnout: a problem technology alone can’t fix for accountants

In the cold light of office screens, finance professionals work long into the night. The hours stretch, and the work piles up. Burnout is no longer an occasional visitor – it has become the norm. A recent study by Iplicit revealed that 82% of UK finance leaders feel the weight of workplace stress. More deadlines. More clients. The pressure keeps mounting. Technology promised relief – and, in many ways, it delivered. But is technology the whole solution, or just a piece of a much larger puzzle? Burnout in finance isn’t new, but it has become more pronounced as the conversation around mental health gained momentum. According to a study by FloQast, 99% of accountants have experienced burnout at some point. Tight deadlines, heavy workloads – these are familiar complaints across industries. But for finance, there’s the added challenge of navigating rapid technological change. Despite automation and AI being touted as solutions, these tools haven’t provided the comprehensive relief many had hoped for. As Sara Daw, group CEO of The CFO Centre, points out, “we need a fundamental mindset shift,” because rising expectations often lead to higher workloads – not less. The gap between the promises of innovation and the lived experiences of finance professionals is widening. That’s where the problem lies. The Iplicit study uncovered a concerning pattern: 56% of finance leaders reported working at least six extra hours per month, while 93% worked more hours than contracted. The consequences are clear: 82% of respondents feel stressed, with 40% experiencing stress most of the time. Primary stress drivers include talent shortages (28%), budget constraints (27%), and excessive report creation (24%). “In 2024, accountants saw a major increase in workloads and client demands. With increased financial uncertainty and legislative changes, British businesses are turning to their accountants, in-house and in-practice, for strategic guidance beyond compliance and number crunching, creating additional strain. This underlying pressure on accountants to be ‘always on’ is hitting employee retention levels,” Paul Lodder, the VP of account product strategy at Dext, notes. “But, with fewer graduates entering the profession, compounded by the post-COVID talent gap, recruiting is also a challenge. As a result, there’s less manpower to pick up work and meet client expectations, further exacerbating the burden on current staff.” Cameron Ford, UK general manager at accounting software firm Silverfin, says of the study: “Long hours, high stress, and growing workloads are taking a toll on accountants. Mundane tasks like repetitive work consume time, leaving little room for growth. This cycle of inefficiency drains enthusiasm and motivation, leading to burnout.” Daw agrees, adding: “Accounting professionals are under immense pressure from regulatory demands, talent shortages, and reporting deadlines. The profession’s increasing demands are causing stress levels to soar, with many working overtime to meet expectations.” Meanwhile, Liz Walker, COO at Unum UK, notes that “accountancy professionals have high-pressure jobs, with large volumes of information to assess and concrete deadlines to meet, all while maintaining accuracy and attention to detail”. Enter technology. Automation, AI, streamlined workflows. The promise? Less grunt work, more time for what matters. Technology has the potential to alleviate stress, particularly when it comes to time-consuming tasks like month-end reporting. These tasks are becoming easier to outsource to machines, leaving professionals more time to focus on important matters. “The accounting profession is stuck in a cycle of inefficiency,” says Hugh O’Neill, manager of solutions consulting at FloQast. “Some 85% of accountants had to reopen their books to fix errors, leading to significant burnout. Outdated systems and manual tasks drain morale and limit the capacity for high-value work.” Jakub Zmuda, strategy director at Modulr, adds: “Outdated payment systems and inefficient processes are major stressors. 46% of accounting professionals spend over three hours per week on reconciliation and managing manual data entry, which detracts from more strategic tasks.” Aisling Harney, senior director of international finance at OneStream, agrees, emphasising that outdated systems aren’t just slowing teams down – they’re fuelling burnout. “Finance professionals face burnout, driven by a perfect storm of economic uncertainty, rising regulatory pressures, and outdated technology. Our recent research found that 72% of UK CFOs feel held back by legacy systems, forcing teams to spend excessive hours on manual processes rather than strategic decision-making,” she says. The talent crisis compounds the issue. Harney warns that fewer graduates are entering the field while experienced professionals retire, adding that 69% of UK CFOs “struggle to prioritise growth due to data overload, putting teams under immense pressure to deliver insights while managing complex risk environments”. Without modernisation, the cycle continues. Harney argues that AI and automation aren’t just about efficiency, they’re about survival. “CFOs must prioritise modernisation to streamline processes, reduce burnout, and empower teams,” she concludes. Digital transformation can improve forecasting accuracy, enhance job satisfaction, and ensure resilience in the face of economic volatility. Mounting pressures and long hours are symptoms of a larger issue: the very culture within accounting firms. If the workload is unrelenting and expectations continue to increase, change is needed – not just in tools and processes, but in how organisations approach employee wellbeing. The question is no longer whether finance professionals are stressed, but how firms can actively support their teams in managing that pressure and mitigating burnout. So, what’s the answer? Given the intensity of the pressures in accounting, it’s no surprise that stress levels are high. A survey by music licensing company PPL PRS found that 55% of accountants report feeling stressed at work by the common culprits already listed. Amid these statistics, a surprising solution has emerged that doesn’t rely on complex tools or drastic workplace shifts: music. While more than seven in 10 workplaces already play music, one in four still operates in silence. For the 67% of accountants working in silence who wish music were part of their workplace, the benefits are clear. Nearly half (45%) say music reduces stress, 43% say it boosts workplace mood, and 32% say it enhances productivity. PPL PRS believes music can play a crucial role in transforming the accounting environment into one that fosters mental wellbeing and focus. Paul Guess, a mental wellbeing expert at Caba, the occupational charity for ICAEW chartered accountants, argues that stress management is personal, and what works for one person may not work for another. However, music – whether soft background tunes or personalised playlists – stands out as one of the simplest and most effective ways to reduce stress. Guess explains that music can help clear the mind, calm the nerves, and contribute to a healthier, more productive work environment. As productivity boosters go, music ranks high. With 56% of accountants working longer than eight hours, maintaining motivation is crucial. While regular breaks are another common productivity booster, music is the top choice (37%), whether played in the office or through headphones. With such tangible benefits, it’s clear that accounting firms should explore how they can integrate music into their daily work culture. Change is coming. In 2026, the UK will introduce the Right to Disconnect, a policy that could redefine work-life balance for accountants and finance professionals. Inspired by similar measures in countries like France and Ireland, this initiative aims to give employees the legal right to ignore work-related communications outside of working hours. For an industry that has long normalised late nights and weekend emails, the Right to Disconnect presents both an opportunity and a challenge. On the one hand, it offers a safeguard against the encroachment of work into personal time. On the other, it raises the question: can the profession adapt? The transition won’t be seamless. Many firms rely on after-hours availability to meet client demand. But as Hugh O’Neill from FloQast points out, overwork leads to errors. If firms embrace better workflow automation and internal efficiencies, disconnecting doesn’t mean falling behind – it means working smarter. If burnout is the disease, prevention must be the cure. Beyond technological fixes, firms need to take proactive steps to support employee wellbeing. And that starts with leadership. Sara Daw of The CFO Centre has seen the damage firsthand. “Firms push for more efficiency, but instead of reducing workloads, they increase them,” she says. “We need a fundamental mindset shift. The goal shouldn’t be to do more with the same people – it should be to do better.” One solution? Flexible work models. The CFO Centre operates on a part-time CFO model, allowing professionals to take on strategic roles without the burden of full-time, high-pressure commitments. This model prioritises expertise and balance over sheer volume. Philip Edwards, a finance director at MHR, says that finance professionals are under pressure from tax and payroll changes. “Stress is rising due to a disconnect between employees and business leaders on what high performance looks like,” he continues. “Technology should be used to solve human problems, breaking down silos and enhancing skills. Mental wellbeing must be proactively supported, with clear expectations and leadership leading by example to foster a healthy work environment.” Accounting is at a turning point. The pressures of regulatory demands, talent shortages, and increasing workloads have taken their toll. Technology has helped, but it hasn’t been the panacea many hoped for. Burnout remains a looming threat. Yet, the path forward is clear. The Right to Disconnect offers a framework for healthier work habits. Leadership changes – like those supported by The CFO Centre – show that flexible models can work. Even small shifts, such as introducing music into the workplace, can make a meaningful difference in stress reduction. Ultimately, it comes down to a choice. Firms can continue down the path of overwork and high attrition, or they can evolve. The data is clear. The tools are there. The law is changing. Now, firms must decide – adapt or watch their best people burn out.