U.S. CPA firms in India battle pay hikes, attrition, burnout

BENGALURU, INDIA — United States-based certified public accountant (CPA) firms operating in India are grappling with a growing talent crisis as employees demand higher pay, switch jobs frequently, and struggle with unclear roles, industry insiders say. 

According to a report from The Finance Story, the rapid growth fueled by private equity investments is straining firms’ ability to retain skilled staff and maintain quality.

Offshore leaders warn of salary inflation, job-hopping in India

Offshore leaders praise Indian teams for their “passion and eagerness to learn.” 

“What I love about our global teams, especially India, is their passion and eagerness to learn,” one national practice co-leader said.

“Finding this level of expertise in the U.S., and so quickly, would have been nearly impossible,” another noted.

Yet leaders are frustrated by salary demands and job-hopping. 

“A lot of employees come to us every year saying, ‘I’ve done my market research and I’m underpaid.’ They’re demanding 30–40% salary hikes and promotions every single year,” one anonymous leader explained.

Job turnover is accelerating. “Most CVs I see show a job change almost every other year. New U.S. accounting firms are popping up every few months, each offering slightly better pay than the last. Even high performers are jumping ship constantly,” a Bengaluru-based firm leader said.

Leaders also cited skill gaps. “One of our biggest issues is that many team members can’t clearly articulate what they do,” a senior manager said. 

“Some struggle to introduce themselves professionally to U.S. clients. These aren’t minor issues. They directly affect client trust,” the senior manager added.

Staff report burnout, poor training, and unclear roles

Staff describe a different reality. Employees report long hours, unclear expectations, and minimal professional development. 

“The main focus is pulling as many client hours from the U.S. as possible to show strong offshore metrics… There’s very little training or context provided. Quality inevitably suffers,” a tax associate at a Big 6 U.S.-based CPA firm explained. 

Overwork is widespread. “At our firm, peak-season hours of 300–350 hours per month are common. And now that Private Equity has come on board, long hours are no longer limited to busy seasons. Off-season demands are rising as well,” the associate said. 

Many employees said higher salaries are justified, given the workload. 

“When you take all of this into account, it’s reasonable for employees to expect compensation that reflects their efforts,” one noted.

PE-fueled offshore growth pushes work from India to other hubs

Private equity’s role in rapidly expanding offshore teams has heightened pressure on both leadership and staff. India remains a hub for high-end accounting work, but firms are increasingly exploring alternatives in South Africa, the Philippines, Mexico, and Eastern Europe. 

As the industry matures, sustaining talent without inflating costs will be critical. The challenge for U.S. CPA firms is balancing quality, retention, and profitability while navigating a workforce reshaped by global investment trends.