CLA (CliftonLarsonAllen)
CLA (CliftonLarsonAllen) Work-Life Balance & Wellbeing
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 work-life balance like at CLA (CliftonLarsonAllen)?
Strengths in hybrid flexibility, wellbeing support, and steadier CAAS workloads are accompanied by peak‑season time pressure and utilization‑driven constraints in audit and tax, with local staffing and scheduling shaping the day‑to‑day experience. Together, these dynamics suggest balance is achievable outside peak periods and in certain teams, but outcomes vary widely by service line and office.
Positive Themes About CLA (CliftonLarsonAllen)
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Workload Manageability: Client accounting/BizOps roles are described as steadier around 40–45 hours most weeks, with only mild peaks (e.g., January W‑2s). This cadence is considered more predictable than audit or tax in many offices.
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Remote or Hybrid Flexibility: A hybrid model, flexible time off, and the ability to work from home are highlighted, with day‑to‑day flexibility stronger outside peak deadlines. These options can make schedules more adaptable when client timelines allow.
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Wellbeing Programs: Wellness and leave programs include a wellness stipend, flexible time off, paid parental leave, and volunteer time off. Access to mental‑health and broader wellbeing resources is emphasized in firm communications.
Considerations About CLA (CliftonLarsonAllen)
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Time Pressure: Audit and tax busy seasons commonly run 55–65+ hours per week, with weekend work and late evenings in some offices. Exact expectations vary by office and manager, but peak deadlines drive sustained intensity.
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Barriers to Time Off: Billable targets and utilization goals can make it difficult to take time off when desired. “Unlimited” or flexible PTO is often constrained by the need to meet hours and deadlines.
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Workload or Staffing: Local staffing, scheduling, and client mix can create uneven workloads, including concurrent engagements with similar deadlines. Resource tightness and office‑level norms are cited as drivers of hour swings and burnout risk in some groups.
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