The C-suite is on its way out. Data from Gartner indicates that more than half of C-level executives are likely or extremely likely to leave their current role in the next two years - this at a time when employee engagement in Australia has hit an all-time low.

It's a perfect storm of external factors, says Gartner's VP of research and advisory Aaron McEwan: post-pandemic expectations for the C-suite to lead with empathy, geographical and generational fragmentation, the increasing impact of AI on the world of work.

"They carry the expectations of continued organisational growth with the mental load of supporting a change fatigued workforce, with few resources in their toolkit to guide either," he told People Matters. "For many, this is an unsustainable burden to manage."

The C-suite's burnout and potential exit is a significant risk for organisations. Gartner data shows that organisations with high executive turnover are less likely to achieve their growth ambitions, simply because an executive exit has so many ramifications - let alone multiple exits.

"Constant executive attrition often leads to volatility and uncertainty, which ripples throughout the workforce. This can lead to a loss of institutional knowledge, strong bonds or partnerships across different departments or areas of the business, which can often take years to rebuild," McEwan warned.

Can HR do anything to reduce executive attrition? 

Gartner's research suggests that CHROs do in fact play a crucial role in reducing executive attrition, due in large part to their unique people perspective and access to executives.

"CHROs must position themselves as trusted advisers and coaches," McEwan said. "Their understanding and overview of each executive’s skills can connect different departments to support personal and organisational growth."

CHROs also have the standing, he added, to ensure that executives have access to the same type of wellbeing and mental health support available to the rest of the workplace - and that they actually utilise these benefits.

"Executives need to be encouraged more to show vulnerability and seek support from peers, rather than avoid showing their true emotions. If they're feeling stressed, there's a very good chance the person sitting next to them feels the same. Encouraging open dialogue and communication with peers can help address the mental load and foster a stronger team dynamic," he said.

"Partnering with others that have complementary strengths can also be an effective strategy to help leaders achieve organisational priorities." - something that CHROs, with their overview of the C-suite's capabilities, is again well positioned to do.

That issue of partnering, or simply of facilitating cohesion and collaboration across the C-level, has been flagged out as a risk: Gartner research shows CHROs are reporting high levels of conflict, or a lack of cohesion and a lack of teamwork, at the C-level, and it's doubtlessly contributing to the strain that makes C-level executives want to bow out.

CHROs have a key role to play in tackling this by proactively building relationships and creating an effective culture that starts at the top, McEwan said.

Redefining executives' value in the workplace

Even C-level executives are not exempt from the 'face time' sentiment that plagues many return-to-office strategies. Some organisations, said McEwan, have retreated to ‘old school’ metrics for determining an executive’s input, leadership and value - so that leaders who are seen working in the office, pulling overtime or constantly making themselves available to others, are automatically deemed to be more effective. 

"Rewarding perceived effort over actual outcomes, however, is a dangerous path for organisations to follow and it’s counter effective too," he warned. "If organisations want to establish a high-performance culture, they should focus their attention on supporting leadership styles that encourage autonomy and drive employee engagement."

And in fact, employee engagement is an indicator of good leadership that should be prioritised, he said: high levels of engagement manifest as a willingness to go above and beyond, stay with their employer and contribute more to their organisation.

Especially at a time when the number of highly engaged employees in Australia is less than 20%, the lowest it has ever been historically, organisations need to start looking at their C-level executives' value in terms of impact on the workforce, and provide them guidance accordingly.