RSM US LLP
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RSM US LLP 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 RSM US LLP?
Strengths in hybrid flexibility, accessible time off, and off‑season recovery are accompanied by deadline‑driven time pressure and variable staffing that constrain balance during peaks. Together, these dynamics suggest workloads are often manageable outside major filings, while busy seasons remain demanding and highly dependent on local office, client mix, and service line.
Positive Themes About RSM US LLP
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Remote or Hybrid Flexibility: Hybrid arrangements and formal/informal flexibility let teams adjust where and when they work when client needs allow. Feedback suggests this reduces friction during non‑peak weeks and helps smooth heavier periods.
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Time Off Access: Self‑managed time off, at least 14 paid holidays, wellbeing days, and year‑end downtime provide multiple avenues to step away. Feedback suggests time off is easier to use outside busy season and supports balance when workload eases.
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Recovery Time: Outside peak deadlines, many weeks land around the mid‑30s to ~40 hours, creating space to recover after filings. Feedback suggests balance improves in these windows, especially with steadier clients and well‑resourced offices.
Considerations About RSM US LLP
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Time Pressure: Busy‑season expectations around 55 billable hours per week, with added nonbillable tasks, create sustained deadline‑driven pressure. Peak windows tied to filings (for example, January–April and fall extensions) often require extended nights and weekends.
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Workload or Staffing: Tight staffing, heavier books, and administrative burdens can push total hours beyond targets and contribute to burnout. Experiences vary by office and team, with some groups described as under‑resourced or running “mini Big 4” intensity.
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Barriers to Time Off: Corporate flexibility exists, yet client deadlines and charge expectations can limit practical use of time off during peaks. Feedback suggests nonbillable demands and utilization targets can crowd out recovery when calendars compress.
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