Workplace burnout has emerged as a critical challenge in modern organizations, contributing significantly to low employee morale, decreased productivity, and rising turnover rates. This study titled “Mitigating Workplace Burnout for Employee Retention: A Conceptual Framework of Multidimensional HR Strategies” addresses this growing concern by investigating how strategic HR interventions can reduce burnout and improve employee retention. The objective of the study is to develop a conceptual framework that links multidimensional human resource (HR) strategies—namely leadership style, organizational culture, compensation and rewards, career development, and work-life balance—to employee retention, with workplace burnout acting as a key mediating variable. The study adopts a qualitative methodology by synthesizing insights from secondary data, including peer-reviewed journal articles, books, reports, and historical documents. Major findings from the review suggest that integrated and supportive HR practices significantly reduce burnout and enhance retention through mechanisms explained by the Job Demands-Resources (JD-R) Model and Social Exchange Theory. The paper recommends a holistic and proactive HR approach to reduce psychological stressors and promote sustainable employment relationships. The study concludes by emphasizing the importance of empirically validating the proposed framework and highlights limitations such as the absence of primary data and industry-specific variance.