With one in two C-suite executives planning to leave their role in the next 24 months, here’s what CHROs can do about it.

C-suite leaders are under immense pressure to drive business growth, while also steering a change fatigued workforce through a new world of AI-led work. This has become too much for some executives to manage.

A Gartner survey of 200 C-suite leaders from October 2024 revealed 58 per cent feel their organisation now relies more heavily on their department, and 67 per cent are asked to do more in their role than before.

The pressure to achieve continued progress, often with the same resources, is unrelenting. Not surprisingly, Gartner found that 56 per cent of C-suite leaders are likely or extremely likely to leave their current role in the next two years, with 27 per cent in the next six months.

When organisations experience frequent executive attrition, volatility and uncertainty can ripple through the ranks. Growth and progress can be stunted by the loss of institutional knowledge and the process of onboarding new leaders, who come armed with their own views, expectations and methods of working.

Chief HR Officers (CHROs) play a critical role in managing executive talent and maintaining organisational performance. Their unique people perspective makes them best placed to address the factors fuelling C-suite turnover, facilitate cohesion and sustain an effective workplace culture.

1. Building trust and cohesion 

Dysfunction among executives not only hinders effective decision making, it also negatively impacts employee engagement throughout the workforce. In our survey, CHROs reported high levels of conflict and a lack of cohesion or teamwork at the C-suite level. 

Supporting executives to navigate these challenges is a distinct opportunity for CHROs to make a difference to their organisation’s future. However, just 23 per cent of executives’ believe their CHRO is effective at managing tension between their C-suite peers. 

By engaging in regular and candid communication with all C-suite members to understand their priorities and challenges, CHROs can establish themselves as a trusted source of counsel. 

They can then bridge the information gap among executives, sharing personal and departmental goals in alignment with the CEO’s priorities and the organisation’s broader strategic business objectives. 

The HR function should also actively encourage peer mentoring and support. Trust can be accelerated across the executive team by sharing the experiences of others and facilitating complementary partnerships between leaders, who can learn from each other. 

2. Setting up leaders for future success

Despite intense levels of fatigue and burnout registered by those in the C-suite, leaders haven’t given up on the future of their careers. Career advancement is the top reason driving the decision to change jobs among those with a high intent to leave. 

Given their access to executives, CHROs can help identify leaders who feel unfulfilled or ready to pursue a new challenge. They can then recommend pathways for professional development or forge connections between other departments to create moments for both personal and organisational growth.

In addition, CHROs can drive strategic workforce development and succession plans for the C-suite, as well as feeder roles into other executive positions, through collaboration with the CEO and board. 

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3. Becoming mental health champions

Even though many leaders proactively manage their own wellbeing, our survey found 44 per cent of executives are more stressed by their work responsibilities compared to two years ago.

CHROs play a leading role in encouraging executives to show vulnerability and seek support from peers, particularly at the C-suite level. There’s a very good chance their peers are feeling the same levels of stress. Fostering open dialogue and communication can help address the mental load and cultivate a stronger team dynamic.

Encouraging executives to access the same type of wellbeing and mental health support available to the rest of the workplace is vitally important. When they take advantage of workplace support, it also sends a clear message to employees that mental health is a top priority and that it’s okay to seek help.

By addressing executive attrition, organisations will set themselves up to better manage and adapt to change, maintain business-as-usual, minimise disruption and support growth ambitions.

Aaron McEwan is VP of Advisory for Gartner’s HR Practice, providing strategic advice to organisations on the future of work and talent.