Caregiving Responsibilities Slow Career Progression for Mid-Career Accounting Professionals

Accounting firms are confronting a distinct threat to their leadership pipelines as caregiving duties increasingly alter the career trajectories of mid-career professionals. According to findings from the 2026 Accounting MOVE Project, nearly two-thirds of surveyed organizations report that caregiving responsibilities have directly influenced career progressions over the past year. Furthermore, forty-one percent of participating firms documented staff resignations explicitly linked to these outside responsibilities.

The Impact on Leadership Pipelines

The annual survey, which analyzes demographic data and workplace culture to support underrepresented groups in the profession, focused its latest report on the theme Caught in the Middle. The research highlights how professionals balancing personal care duties with demanding workloads face distinct hurdles as they navigate toward partnership and senior management roles. Fifty-nine percent of firms indicated that caregiving has contributed to turnover in recent years, while fifty-three percent acknowledged that these pressures are actively shrinking their partner and leadership pipelines.

Bonnie Buol Ruszczyk, president of the Accounting MOVE Project, emphasized that the industry must look beyond standard talent acquisition challenges. Accounting firms have dedicated substantial resources to addressing broader talent shortages, but many overlook the experienced professionals already inside their organizations. Ruszczyk noted that caregiving obligations alter how much work an individual can manage during a specific phase of life, without diminishing their long-term professional capabilities.

Demographics and Caregiving Pressures

The burdens associated with caregiving touch various segments of the workforce, though three out of four firms report that these responsibilities fall primarily on women. The survey identified multiple caregiving demands across organizations:

• All participating firms reported managing employees with childcare responsibilities.
• Seventy-six percent noted staff members caring for aging family members.
• Sixty-five percent observed professionals simultaneously managing children and aging adults.

While remote and hybrid work models have become ubiquitous, and ninety-four percent of firms offer flexible scheduling, industry experts warn that flexibility alone does not solve systemic retention and advancement challenges. Ruszczyk cautioned that staying employed is not the same as advancing, pointing out that utilizing flexibility often results in reduced access to crucial client assignments, high-profile projects, and key leadership opportunities.

Addressing the Representation Gap

Representation data from the survey illustrates a persistent drop-off in advancement. While women comprise fifty-five percent of surveyed firms and represent at least half of the workforce at every level from associate through director, that proportion declines at higher tiers. Women account for forty-two percent of partners and principals and forty-one percent of management committee members. The disparity is even more pronounced for women of color, who represent thirty-five percent of associates but decline to eleven percent at the partner and principal level.

To combat these trends, industry analysts emphasize the need for formalized, documented alternative pathways to partnership. Currently, only twenty-four percent of firms maintain a structured alternative track, while forty-seven percent handle such arrangements informally. Without transparent career tracking and formal pathways, firms risk losing valuable talent before they reach senior leadership.