There is an increasing amount of employee turnover and loss of production due to occupational burnout. An increase in change management initiatives and continued downsizing policies for organizations requires a need to look at strategies to mitigate employee burnout. The participants for this study, chosen for their profession as an HR professional consisted of three HR professionals with direct knowledge or experience of occupational burnout. Additionally, internet research material on occupational burnout supplemented the interview responses to triangulate the study data. The results of that data analysis produced six themes consisting of lack of motivation, behavior modification, employer intervention, reassigning employees, the employee responsible for identifying occupational burnout, top-down approach to and occupational burnout program intervention. The findings from this study reinforce prior studies that there are negative outcomes for employees as well as organizations. Even though there are steps to mitigate occupational burnout by management and employees, there is still a struggle identify and prevent occupational burnout. Finally, human resource departments play a critical role in identifying and preventing occupational burnout in employees by taking steps at the onset of burnout.