Workloads don’t just create stress. They change behaviour. Breaks disappear. Errors creep in. Your strongest performers quietly start scanning the market.

I recently saw a team lose one person during audit preparation. Within six months, three more had followed. Not because they disliked the business, but because the workload never properly reset.

In accounting support, surges hit quickly. Month end compression, audit prep, system changes, backfills, acquisitions and growth spurts all stack up at once. If support levels don’t move with demand, retention becomes the cost.

This article outlines what is really happening inside teams during these periods, the early signs to watch for, and how to adjust support levels without guessing.

Why accounting support teams break first during a surge

Accounting support functions sit at the centre of operational flow. When volume rises, they absorb the pressure first. They are the point where deadlines, data and approvals converge. When one part of the business slows down, the backlog lands here.

• Month end compression and late approvals
• New reporting requirements
• Payroll spikes and leave cover
• Accounts Payable and Accounts Receivable backlogs after slowdowns
• System implementations and process changes
• One resignation creating a chain reaction

A surge is rarely a single task. It is more volume, more complexity and less control. That combination is where retention risk begins.

The real retention mechanism

People rarely leave because of one difficult week. They leave after sustained strain with no visible reset. The pattern is predictable:

1. Extra hours become the norm
2. Quality slips and rework increases
3. High performers quietly carry the gap
4. Frustration builds and trust erodes
5. Confidence dips and engagement fades
6. Resignations begin and workload rises again

Early warning signs you can measure

Start with the data. Then validate what you see through short, direct conversations.

Operational signals

• Month end close timelines begin to stretch
• Backlogs age and continue to grow
• Rework increases
• Approvals slow down
• Errors and exceptions rise
• Critical tasks are quietly skipped

People signals

• Leave requests either spike or disappear entirely
• Sick days increase
• Overtime becomes expected rather than occasional
• One individual becomes the bottleneck
• Collaboration drops and tension rises
• Strong performers go quiet

If you notice three or more of these signs across two consecutive cycles, assume retention risk is active.

The support level review that actually works

1. Define the surge: Be specific about what changed. Is it volume, complexity or time pressure?
2. Map critical work: Identify the tasks that cannot slip. Month end, payroll, compliance and statutory reporting usually sit here.
3. Find the constraint: Locate the point slowing everything down. It may be approvals, system access, unclear ownership or one role holding too much process knowledge.
4. Choose a support move: Select the smallest intervention that removes the constraint for the next cycle.
5. Lock in a two cycle check: Assess after two closes. If the metrics have not shifted, adjust the approach.

The best support moves for accounting support teams

1. Add flexible capacity fast: Temporary or contract support works well when volume is the primary pressure point. Deploy it where process is repeatable and volume-driven — Accounts Payable, Accounts Receivable, Reconciliations, Expense processing, data clean-up and admin-heavy reporting. Acting early is usually less expensive than replacing an experienced team member later.
2. Rebalance work across the team: During surges, work naturally gravitates to the most reliable people. It feels efficient in the short term, but over time it erodes trust. Make workload visible for the cycle. Use a simple board. Shift tasks daily for two weeks. Keep it practical and transparent.
3. Fix approvals and handoffs: Many surges are not caused by volume. They are caused by friction. Shorten approval layers. Set clear cut-off times. Create one daily sign-off window. Limit late-stage changes wherever possible. Reducing blockers often unlocks more capacity than adding people.
4. Protect focus time: Accounting support work requires concentration. Constant interruption creates errors, which then create rework. Introduce two protected focus blocks per day during surge periods. Move non-essential meetings outside those windows.
5. Reduce manual work where it hurts most: Do not automate everything. Automate the pressure points. Start with invoice capture, payment runs, recurring journals, bank feeds and exception reporting. Target the tasks creating the most friction first.
6. Clarify role scope for the surge window: Under pressure, scope creep accelerates. Write a short surge scope statement in plain language: What is in. What is out. Who approves changes. Clarity reduces unnecessary strain.

Retention is also a credibility issue

• Acknowledge the surge openly, without minimising it
• Make a clear support decision within ten business days
• Remove one recurring blocker within a single month end cycle

The True Cost of Delay: One Resignation Is Rarely Just One

Replacing one accounting support professional is rarely just one replacement. When someone leaves during sustained pressure, the workload redistributes. The strongest performers absorb it. If that strain continues, the risk multiplies. One resignation can quickly become two.

A simple workload to retention checklist for managers

1. What tasks are truly critical this cycle?
2. Where is the backlog — and what is causing it?
3. Who is overloaded, and what can realistically shift?
4. What can pause for the next two weeks?
5. What support is required, and for how long?
6. What is the one blocker we will remove immediately?

Conclusion

Workload surges are normal. Losing your best accounting support people is not. When you treat support levels as a dial rather than a fixed line, you can protect both performance and retention and prevent a small surge from turning into a costly staffing crisis.