Can a regenerative workplace solve the burnout problem?

New Robert Half research suggests that burnout is no longer a buzzword but rather a chronic workplace condition. 

According to Mike Shekhtman, senior regional director at Robert Half, companies still aren't doing enough to address it in real, tangible ways.

“Burnout is often a result and a byproduct of persistent stress,” he explained. That stress has only been exasperated over the past five years, between the pandemic, geopolitical tensions, economic turbulence and a digital environment.

“Everything is connected, everything is visible,” he added. “Workers’ lives, both professionally and personally, have never been more integrated and it’s become quite blurred.”

Burnout is compounded when workplace expectations remain high while resources shrink. Shekhtman explained many companies saw massive revenue spikes in 2022 and had to scale up accordingly and as a result, workplaces over hired. But by mid-2023, the market shifted as teams were trimmed, workloads remained heavy, and pressure persisted.

This is evident in Robert Half’s new research with 47 per cent of Canadian workers surveyed reported feeling burnt out, while 31 per cent indicated they are more burnt out now than they were the year prior.

In 2024, Robert Half reported 42 per cent of workers were experiencing burnout, while in 2023 the number was 33 per cent.

Adding to the challenge is compensation as Shekhtman noted that in the current economic climate, employers are hitting salary ceilings. So how can companies drive engagement without more money?

Employers could consider building – and implementing - a regenerative workplace. Having a regenerative workplace embodies the idea that when people feel supported mentally, physically and socially, they bring their best selves to the workplace, ultimately creating better outcomes for both themselves and the organization. 

To start, Shekhtman noted employers can get creative and intentional with rewards, recognition and communication.

“Engagement is driven through people feeling like they can create meaningful work,” he said. “They need to feel a sense of safety and belonging.”

But even that varies because different people value different things. As one employee might want time off to care for an elderly parent, another might prefer gift cards, said Shekhtman.

“Communication starts the conversation because then you can figure out what actually incentivizes people,” he said.

One area where workplaces fall short, Shekhtman noted, is helping employees set boundaries, something that could mitigate burnout before it escalates.

“People don’t give themselves permission to take a break,” he said.

But it’s not just about company policies or culture as employers often highlight resources, benefits, or wellness programs without making them accessible or personalized.

“Resources are available for people, but they’re not necessarily taking advantage,” he said. “Companies offer great benefits and programs, and yet only X percentage of people are actually leveraging them.”

Shekhtman emphasized that workplaces should host learning sessions, offer real guidance, and walk employees through what’s available because sending a link for employees to read or watch on their own time isn’t enough.

One tactic that’s proving effective for building a regenerative workplace is confidential employee surveys. But only when employers implement a plan to deliver results and create action items, noted Shekhtman.

Additionally, benefits also play a role as salary growth flattens causing employers to re-evaluate total compensation plans, noted Shekhtman.

“Look at every part of your business to ensure that your team is compensated in the best possible way, even if you do need to be creative,” he said, acknowledging workplaces who have started to offer subsidized commuting costs through transit passes and subsidized childcare and gym memberships.

“It doesn't feel like it's a lot in of and by itself, but it's it adds to people's bottom line in terms of compensation.”

He asserted benefits shouldn’t be seen as luxuries. Rather, they’re retention tools, especially in a market where inflation has made real wage growth harder to come by.

Whether hybrid and remote work could be part of a regenerative workplace, Shekhtman is pragmatic.

“We’ll never be able to replace the human connection,” he said, asserting that virtual meetings, happy hours, and check-ins serve a purpose, especially when used intentionally. “Leaders need to be very inclusive in how they deliver communication and recognition.”

Consequently, if employers want to stop workplace burnout before it spirals into something worse, Shechtman underscores the need for employers to get ahead of workload issues.

“We’ve seen an uptick in companies bringing on additional contract engagement,” he said, acknowledging it’s not a full headcount, but it helps alleviate pressure.

Secondly, employers need to make a habit of checking in regularly.

“Even if you can’t materially shift things, it builds stronger connection,” he said.