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How Demand for Services Rises and Falls Through the Year

Government employment data show how far service demand swings from month to month, and in some trades the busiest month needs more than twice the staff of the quietest one.

By the numbers Β· 4 min read Β· Updated Oct 14, 2026 Β· The Systems Desk

At a glance

  • In tax preparation services, payroll employment in 2022 ran from about 142,200 in February to about 62,300 in August, a peak-to-low ratio of 2.3, according to Bureau of Labor Statistics data.
  • Seasonal swings are smaller but still large in leisure trades: amusement park and arcade employment rose 36% from January to July in 2024, from 199,700 to 271,500.
  • A seasonal index (each month's sales divided by the average month) turns those swings into a planning number; for an illustrative business with three months at 70% of average, the cash needed to ride out the low season is about $12,000.

The number and where it comes from

Employers hire for the work they expect, so monthly employment figures that are not seasonally adjusted are one of the clearest public records of how demand moves through the year. The Bureau of Labor Statistics publishes these counts by industry from its payroll surveys, and its Economics Daily series has charted the trades with the sharpest swings.

Tax preparation is the most extreme case among everyday services. In 2022 the industry averaged 95,097 employees, but the monthly count stood at 142,242 in February and 62,255 in August, so the industry employed 56% fewer people at its low point than at its peak; BLS notes that employment usually peaks in February and bottoms out between July and September. Landscaping, by the same agency's account, rises quickly in spring and peaks in summer, while nurseries and garden stores peak in May.

Exhibit 1. Tax preparation needs more than twice its August staff in February Tax preparation services employment, by month (2022) January 127,383 February 142,242 March 140,731 April 138,576 May 77,926 June 68,951 July 65,203 August 62,255 September 64,237 October 68,140 November 82,318 December 103,204
Source: U.S. Bureau of Labor Statistics, Quarterly Census of Employment and Wages, NAICS 541213 (excludes self-employed preparers and CPA offices), via The Economics Daily, April 2024.

The pattern runs the other way in leisure. Amusement park and arcade employment in 2024 was lowest in January and highest in July, and average weekly hours in the industry ranged from 20.0 in May to 26.6 in July, so the summer peak shows up both in headcount and in longer shifts.

Exhibit 2. Peak month versus quietest month in two seasonal industries Peak-to-low employment ratio, by industry Tax preparation services (2022) 2.28 Amusement parks and arcades (2024) 1.36
Source: U.S. Bureau of Labor Statistics, The Economics Daily, 2024 and 2025; ratios calculated by osNOVA from monthly employment.

Turning the swing into a plan

A seasonal index tells an owner how much of the year's work lands in each month: divide each month's sales by the average month. In the BLS tax preparation figures, February's index is 1.50 and August's is 0.65; a salon, HVAC company or studio can build the same index from two or three years of its own monthly sales.

Exhibit 3. The cash an illustrative business needs to get through three slow months
Average monthly sales (Assumption)$50,000
Share of sales left after materials and commissions (Assumption)60%
Monthly costs that don't fall with demand (rent, salaried staff, software, loan) (Assumption)$25,000
Seasonal index in the three slowest months (Assumption)0.70
Sales in a slow month (Calculated ($50,000 Γ— 0.70))$35,000
Money left after materials and commissions (Calculated ($35,000 Γ— 60%))$21,000
Shortfall per slow month (Calculated ($21,000 βˆ’ $25,000))$4,000
Reserve needed for the slow season (Calculated ($4,000 Γ— 3))$12,000
Surplus in a peak month at an index of 1.30 (Calculated ($65,000 Γ— 60% βˆ’ $25,000))$14,000

Illustrative example; replace every assumption with your own numbers.

The same business earns $60,000 over the year ($600,000 in sales Γ— 60%, minus $300,000 in fixed costs), so the slow season is a timing problem rather than a profit problem, and it is solved by setting aside part of each peak month's surplus before the slow months arrive.

How you compare

  • Your peak-to-low ratio: divide your best month's sales by your slowest month's. A ratio near 1.3 is a seasonal business in the range of amusement parks; above 2, you are closer to tax preparation and need a staffing and cash plan for each season.
  • Your low months: list the months with an index below 0.85, and check whether your reminders, maintenance plans and off-season services are aimed at those months.
  • Your own baseline: build the index from at least two years, because one unusual year can disguise the pattern.

Pull the last two years of monthly sales from your bookkeeping system this week and divide each month by the average, so the next slow season starts with a reserve figure rather than a surprise.

Sources

Related reading: How to Stay Booked in the Slow Season Without Discounting Β· Seasonal Reminder Calendars for HVAC, Landscaping and Pest Control Β· Cash Flow, Not Sales, Is Why Many Small Businesses Fail Β· Staffing for Seasonal Peaks: Temporary Help, Overtime and Cross-Training

Work with osNOVA on planning for your busy and slow seasons

We help owner-run service businesses map their own seasonal pattern, then set up the reminders, off-season services and cash habits that keep the slow months steadier, starting from what you want more of, whether that is fuller weeks in the quiet season or less strain in the busy one.

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