CLA (CliftonLarsonAllen)
CLA (CliftonLarsonAllen) Company Culture & Values
This page was generated by Built In using publicly available information and AI-based analysis of common questions about the company. It has not been reviewed or approved by the company.
What's the company culture like at CLA (CliftonLarsonAllen)?
Strengths in values-led, people-first programs and collaborative structures are accompanied by challenges tied to peak-period workload intensity and uneven local leadership dynamics. Together, these dynamics suggest a culture that many experience as supportive and growth-minded, while outcomes vary by team, location, and season due to structural pressures and perceived fairness gaps.
Positive Themes About CLA (CliftonLarsonAllen)
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People-First Culture: Benefits highlight flexible time off, caregiver and mental-health resources, parental leave, wellness programs, and volunteer time. Work arrangements span on-site, hybrid, and remote depending on role and client needs.
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Authentic & Consistent Values: Core values—curious, collaborative, transparent, inclusive, reliable—are consistently tied to a relationship‑first promise and belonging initiatives. Messaging emphasizes knowing clients and colleagues, community involvement, and an inclusive “One CLA” ethos.
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Collaborative & Supportive Culture: A distributed, “flat” leadership model keeps leaders close to teams and clients, aiming for collaboration across 130+ locations. Early-career paths emphasize teaming across service lines and industries to build experience.
Considerations About CLA (CliftonLarsonAllen)
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Workload & Burnout: Busy seasons and deadline-driven periods bring long hours and scheduling strain in assurance and tax. These rhythms can dampen day‑to‑day balance and appreciation.
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Siloed or Unsupportive Culture: Experience is highly dependent on office, practice, and manager, creating uneven feelings of support and belonging. Local leadership differences and cliquish dynamics can shape advancement and daily experience.
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Favoritism & Inequity: Reports of favoritism and inconsistent treatment across offices raise fairness concerns. Contract consultant policies such as no pay during bench time and perceptions of lagging pay relative to workload contribute to perceived inequities.
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