Using a Mediators Toolbox to Undertake Successful DEI Conversations

Author: Taia Northrup , 2026 Social Media Committee Volunteer As the end of the year approaches, many workplaces enter one of their busiest seasons. Employees may find themselves balancing year-end reporting, performance reviews, tight deadlines, holiday commitments, and planning for the year ahead. While the terms burnout and stress are often used interchangeably, understanding the difference between the two can help both employees and employers recognize the importance of rest, recovery, and making time to recharge. Although year-end stress may seem like a normal part of working life, it is important to recognize when temporary pressure begins to develop into something more serious. According to Mental Health Research Canada (2025), 39% of Canadian employees reported feeling burned out, an increase from 35% in 2023. These findings highlight the importance of treating workplace burnout as an ongoing organizational concern rather than an inevitable consequence of a busy season. Understanding the Difference Between Stress and Burnout Stress and burnout are often used interchangeably, but understanding the difference can help employees and employers recognize when additional support may be needed. The World Health Organization (WHO, 2019) defines burnout as an occupational phenomenon resulting from chronic workplace stress that has not been successfully managed. It is characterized by three dimensions: exhaustion, increased mental distance, or cynicism toward one's job, and reduced professional effectiveness. During the final months of the year, employees may begin experiencing warning signs such as persistent fatigue, difficulty concentrating, irritability, reduced motivation, or feeling disconnected from their work. Employees who once felt engaged may find themselves simply trying to get through the day. Experiencing a demanding week does not necessarily mean someone is experiencing burnout. However, when workplace pressures continue without adequate opportunities for recovery, these warning signs deserve attention. Recognizing burnout early creates an opportunity for employees and organizations to address contributing factors before they become more difficult to manage. Why Does Burnout Intensify at Year-End? Increased workloads and competing priorities When everything is treated as urgent, employees can struggle to determine where their time and energy should be directed. The Canadian Centre for Occupational Health and Safety (CCOHS, n.d.) emphasizes the importance of manageable workloads, reasonable deadlines, clear expectations, and adequate resources in supporting employee well-being. Pressure to finish everything before the holidays The desire to close outstanding tasks before taking time off can create an unspoken expectation that everything must be completed before the calendar changes. Employees may work longer hours, skip breaks, or feel guilty about disconnecting. Performance reviews and reflection Year-end often brings performance evaluations, goal-setting discussions, and conversations about professional development. Although these activities can support growth, they may also create anxiety for employees who feel they have not accomplished enough or who are uncertain about their future. Personal and financial pressures When employees are already managing demanding workloads, these additional responsibilities may leave them with fewer opportunities to rest and recharged. Understanding these overlapping pressures of workloads is an important reminder that employee well-being is influenced by both workplace conditions and circumstances outside of work. The Role of HR and Leadership in Preventing Burnout While individual strategies can help employees manage pressure, burnout prevention cannot rest solely on the individual themselves. Organizations must also examine the working conditions contributing to employee stress. Mental Health Research Canada (2025) found that burnout was reported by 27% of employees in workplaces that prioritized prevention, compared with 47% in workplaces that did not. The findings reinforce the importance of proactive organizational action. HR professionals and leaders can help create healthier year-end experiences through many different practices such as: 1. Reviewing workloads and set realistic expectations Before year-end pressures peak, managers should assess team capacity, identify competing deadlines, and determine whether workloads are reasonable. This may involve redistributing responsibilities, extending nonessential deadlines, and simplifying administrative processes. The CCHOS (n.d.) recommends reviewing workload demands, providing adequate resources, and involving workers in identifying and addressing sources of workplace stress. 2. Encouraging open communication Employees may be hesitant to speak up about stress because they worry about appearing incapable, disappointing to their manager, or negatively affecting their career progression. Leaders can help address these concerns by creating opportunities for honest conversations about workload, capacity, and well-being. These conversations should be followed by meaningful action. Encouraging employees to speak up is only effective when their concerns are taken seriously. 3. Modeling healthy workplace boundaries Workplace culture is influenced by what leaders demonstrate, not just what policies say. If managers regularly send late-night emails, work through breaks, or praise employees for consistently working overtime, employees may feel pressure to adopt some of the same behaviors. The Public Agency of Canada (2024) identifies manageable workloads, clear responsibilities, employee participation, recognition, and work-life balance as important elements of promoting mental health in the workplace. 4. Planning for a sustainable start to the New Year Burnout prevention should extend beyond December. HR and leader's can use year-end reflections to identify recurring workload challenges and develop practical improvements for the coming year. The Mental Health Commission of Canada (n.d.) identifies workload management, psychological and social support, clear leadership and expectations, recognition, and work-life balance among the factors that influence psychological health and safety in the workplace. Moving Beyond the Year-End Rush The end of the year should be an opportunity to reflect, recognize accomplishments, and prepare for what comes next, not simply push employees to their limits before taking a break. For employees, navigating year-end burnout may involve setting priorities, establishing boundaries, recognizing warning signs, and seeking support when needed. For HR professionals and leaders, it requires examining workloads, communicating expectations, supporting employees, and addressing workplace conditions that contribute to ongoing stress. Ultimately, a healthy workplace is not one where employees never experience pressure. It is one where people have the resources, support, and flexibility to manage demands without consistently sacrificing their well-being.

Why frontline leadership matters more than ever As organizations across Alberta navigate economic uncertainty, workforce pressures, and rapid technological change, one question continues to surface: what separates organizations that thrive from those that struggle to adapt? At Great Place To Work®, their research points to a consistent answer: leadership. Not just executive leadership, but leadership at every level of the organization. While senior leaders set vision and direction, frontline leaders shape the day-to-day employee experience that determines whether people trust, engage, innovate, and embrace change. In many ways, the future of work will be defined not by technology, but by the quality of leadership that guides people through it. Alison Grenier, Head of Culture and Research for Great Place to Work, has been studying the Best Workplaces in Canada for the past 15 years. She sat down with CPHR Alberta to discuss the importance of frontline leaders in shaping workplace culture. “In many ways, the future of work will be defined not by technology, but by the quality of leadership that guides people through it.” Alison Grenier, Head of Culture and Research, Great Place To Work Canada Q: Why is leadership such an important topic right now? Because organizations are operating in an environment of constant change. Employees are being asked to adapt to new business priorities, new ways of working, and increasingly, new technologies. In times like these, people look to their leaders for clarity, support, and confidence. Strong leadership helps employees navigate uncertainty and stay focused on what matters most. Q: What connection do you see between leadership and workplace culture? Culture is often thought of as something abstract, but employees experience culture through everyday interactions with their leaders. How leaders communicate, listen, recognize effort, involve people in decisions, and demonstrate care all shape the employee experience. Over time, those experiences become culture. Q: Why are frontline leaders especially important? Frontline leaders are the people employees interact with most frequently. They sit at the intersection of organizational strategy and everyday work. They explain change, answer questions, remove barriers, coach employees, and reinforce purpose. Research consistently shows that employees are more likely to stay, contribute ideas, and give extra effort when they feel supported by their direct leader. Yet frontline managers are often the most overlooked group when it comes to development and support. Q: What challenges are frontline employees facing today? Frontline employees continue to experience significant pressure. Research points to high levels of burnout, concerns about workload, staffing shortages, and a desire for greater flexibility and support. Many also report feeling disconnected from decision-making and organizational priorities. Q: What do employees need most from leaders right now? They need leaders who listen, communicate clearly, and help them understand how their work contributes to a larger purpose. Employees want transparency when circumstances change. They want to feel heard when they raise concerns. They want recognition when they make extra effort. Most importantly, they want leaders who genuinely care about their success and well-being. These may sound like simple behaviours, but they have a profound impact on trust, engagement, and retention. Q: How does artificial intelligence fit into this conversation? AI is one of the most significant workplace changes many organizations have faced in years, but successful AI adoption is less about technology and more about leadership. Organizations that treat AI as a technology project will struggle, while those that treat AI as a people and leadership opportunity are more likely to succeed. Even employees who may never use AI directly in their roles will likely be affected by changes in workflows, processes, customer expectations, or business operations. When employees feel excluded from conversations about the future, uncertainty tends to grow. Bringing everyone into the discussion helps build understanding, trust, and readiness for change. Q: What enables organizations to adapt more effectively to change? Trust. Our research consistently finds that employees in high-trust workplaces are more willing to adapt, learn, collaborate, and embrace change. When trust is strong, employees are more likely to assume positive intent, contribute ideas, and support organizational priorities. Q: What role can HR professionals play in strengthening leadership? HR professionals play a critical role by helping leaders translate organizational goals into meaningful employee experiences. That includes providing leaders with the tools, skills, and insights they need to communicate effectively, listen actively, recognize contributions, and build trust. The goal is not for HR to "own" culture, but to enable leaders to create the conditions where great culture can thrive. Q: What message would you leave with Alberta leaders? Never underestimate the impact you have on the people around you. As organizations prepare for the future of work, leadership remains one of the most powerful competitive advantages available. Leadership has always mattered. In an era of constant change, it matters more than ever.