We know that menopause is a completely natural part of ageing and yet many women experiencing menopause continue to face stigma and shame – both in their personal and professional lives.
In February, the Equality and Human Rights Commission (EHRC) published new guidance on menopause in the workplace following a growing body of evidence showing the negative impact of menopausal symptoms of women in work; research by the CIPD found that more than half of menopausal women were able to think of a time when they were unable to go into work because of their menopause symptoms, whilst a survey by The Fawcett Society found that one in ten women who worked during the menopause have left a job due to their symptoms.
But the impact of ignoring menopause extends far beyond the individual. The UK menopause support app Balance estimated a staggering £10 billion in menopause-related business losses for the nation, whilst Bloomberg has reported that worldwide menopause-related productivity losses can top $150 billion a year.
Given women of average menopausal age are the fastest growing in the workforce, neglecting the problem could be very costly for organisations.
Why managers are key to supporting menopausal women
Managers are critical in determining how employees experience the workplace. So much so that a survey by The Workforce Institute found that managers impact employees’ mental health (69%) more than doctors (51%) or therapists (41%) — and even the same as a spouse or partner (69%). This underscores the importance of empathetic and informed management, particularly in relation to topics that can be sensitive, like menopause.
However, despite the importance of the employee manager relationship, many menopausal women feel they cannot be honest with their manager about their experience. In fact, research has shown that 44% of women who had taken sickness absence due to the menopause had not told their manager the real reason for their absence and only 9% who had told their manager the real reason said that their absence had been recorded accurately.
Clearly there is a need for better education and awareness within organisations to reduce stigma and provide the support necessary for menopausal women in work to thrive.
Often, one of the problems is the lack of knowledge about menopause among managers, specifically how it can show up for individuals and the impact it can have in the workplace. This is often the case for managers who do not have experience of menopause themselves.
With that in mind, it’s essential for employers to equip managers with the tools needed to foster a more supportive environment for menopausal women.
Here are five things it would be beneficial for all managers to know about menopause:
1/ Menopause can trigger avoidance behaviours
Anxiety is a common symptom of menopause, which can be overwhelming for women, particularly if they have not previously experienced significant anxiety. This can lead to avoidance behaviours, where employees shy away from challenges or opportunities, such as applying for promotions, due to feelings of inadequacy or fear. Managers may notice that once-confident employees become more reserved, avoiding situations that trigger anxiety.
2/ Absenteeism may be common
Menopause often brings with it a host of physical symptoms, such as sleep disturbances, hot flashes, and fatigue, which can make regular attendance at work challenging. Absenteeism may be particularly prevalent among women experiencing severe symptoms as they may often need to take time off to manage their health. The burden of absenteeism can be mitigated through flexible working arrangements and open communication about an individual’s needs during this time.
3/ Menopausal women are more prone to accidents
The cognitive effects of menopause, including concentration difficulties and memory lapses, are well-documented. Many women report experiencing cognitive decline during menopause, often referred to as “brain fog.” This, combined with changes in depth of vision can make women more prone to workplace accidents.
4/ Mental health challenges and depression are common
Mental health is another critical area of concern. The combination of hormonal changes, personal stress, and workplace demands can exacerbate underlying mental health conditions or trigger new episodes of depression and anxiety. Providing mental health support, such as access to counselling or employee assistance programmes (EAPs), can help to mitigate these effects.
5/ Menopause is a personal and varied experience
One of the challenges in supporting women during menopause is that symptoms and their severity vary widely. No two women experience menopause in the same way – whilst some may have mild symptoms, others may experience severe, life-altering changes. Therefore, tailored approaches are essential. Managers should encourage open dialogue, allowing employees to express their needs and challenges without fear of judgement.
Building a supportive workplace culture is key
Despite its significant impact on individuals, menopause still remains a misunderstood and often stigmatised experience in the workplace. However, by educating managers and fostering supportive environments, businesses can retain valuable employees and reduce the negative effects of menopause on wellbeing and productivity.
It’s incredibly important for managers to lead by example, support open conversations about menopause and advocate for workplace policies that are flexible enough to accommodate the diverse needs of menopausal women. Doing so will not only create a healthier, more inclusive workplace but will also ensure that experienced, talented women are retained in the workforce.
One-in-six people in England report experiencing a common mental health problem, such as anxiety and depression, in any given week. And yet, many employees never discuss their mental health challenges with their employer – according to research conducted by UK-based mental health charity Mind, just over half of individuals who experience poor mental health disclose it to their employer.
Even as societal attitudes begin to shift toward greater understanding and acceptance, these statistics reflect the ongoing stigma surrounding mental health. It is, perhaps, unsurprising then that speaking openly about mental health at work can feel daunting and uncomfortable for many employees.
Concerns about being judged, stigmatised, or misunderstood prevents many employees from reaching out for support. Yet, having this conversation can be a game-changer in finding relief and managing mental health in the workplace.
Equipping yourself with an understanding of how best to approach a conversation about mental health with your manager is an important step to getting the professional support you may need.
Here are four practical tips that you can use as a guide to discussing mental health with your manager:
1/ Schedule a private meeting
Timing and environment can play an important role in how serious conversations unfold. Scheduling a private meeting is important to create a comfortable, confidential space where you and your manager can speak openly without distractions. Choose a time when both you and your manager are likely to be free from pressing deadlines or interruptions. This will ensure that the conversation can proceed in a calm, focused manner.
A private setting signals that the conversation is important and that both parties should take it seriously. It also allows you to speak candidly about sensitive issues without worrying about others overhearing. By arranging a one-on-one meeting in a quiet, relaxed environment, you create the conditions for a more open and honest dialogue. This can help put both you and your manager at ease, making it easier to communicate your concerns.
2/ Dedicate time to prepare ahead of the meeting
Preparation is essential when discussing something as personal and sensitive as mental health. Take some time to reflect on what you want to convey, identify the specific factors at work that are contributing to your stress, anxiety, or depression, and think about how these issues are impacting your wellbeing and job performance. For example, you might be struggling with a heavy workload, tight deadlines, or frequent disruptions during the day, all of which can exacerbate feelings of overwhelm.
Writing down these key points will help you organise your thoughts and ensure that you stay on track during the meeting. By being clear about your concerns, you can create a more structured conversation that emphasises the seriousness of your experience.
Additionally, try to think about potential solutions ahead of time. It can be beneficial to present a problem alongside a proposed solution, as this fosters a more collaborative and proactive approach. For example, if your workload is unmanageable, suggest possible solutions like adjusting deadlines or delegating tasks. This demonstrates that you are not only seeking support but also actively looking for ways to improve the situation.
3/ Try to be clear in articulating your concerns
Be specific about the stressors you are facing and how they are affecting your mental health and your work performance. Providing concrete examples will help your manager to understand the gravity of the situation. For instance, instead of saying, “I’m feeling stressed out,” you might say, “I’ve been struggling with the constant tight deadlines, which is increasing my stress levels, and affecting my sleep and productivity.”
The more specific you are, the better your manager will be able to grasp the impact of your mental health challenges on your work. You might also discuss how long these issues have been going on and any patterns you’ve noticed. For example, if your mental health has been steadily declining due to an increase in workload, mention this trend to underscore the urgency of the issue. Sticking to the facts, describing your feelings, and explaining how they relate to your work can help your manager to focus on finding a solution rather than becoming defensive.
4/ Identify solutions collaboratively
After you’ve expressed your concerns and shared how you’re feeling, you may feel able to shift the conversation toward potential solutions. This is where a collaborative approach comes into play. Rather than placing the burden solely on your manager to solve the problem, work together to brainstorm adjustments that could help alleviate the situation. This could include changes to your workload, flexible working hours, or regular check-ins to ensure ongoing support.
For instance, if you’re struggling with maintaining a work-life balance, you may suggest the possibility of having more flexibility in your start and end times. You might also request additional resources, such as temporary help from a colleague during particularly busy periods. Phrasing your requests in a way that shows how these changes will improve both your mental health and your work performance can make it easier for your manager to agree.
An example of how to frame this would be: “I think that having a more flexible schedule would allow me to manage my workload more effectively, and this could help to improve both my wellbeing and my productivity.”
Opening up about your mental health at work can feel really daunting, especially if sharing how you’re feeling is not something that comes naturally to you. Remember that your manager is there to support you, and workplace accommodations for mental health are both necessary and beneficial for everyone involved. Needless to say, this is no substitution for the deep work needed by many employers to ensure the workplace is a psychologically safe space where employees feel they can open up about their mental health, without ramifications or consequences.
Mental health challenges can be all-consuming and you may feel unable to speak to anyone in your workplace about the situation. It’s important to know that you are not alone and professional help is available. You may be able to access counselling or talking therapies via an employee assistance programme (EAP) from your employer. If this is not something that’s available to you, it’s possible to acces talking therapies for free on the NHS – you can refer yourself directly to an NHS talking therapies service without a referral from a GP, or a GP can refer you.
About Michelle Robinson Hayes, mental health trainer and preventative services lead, Vita Health Group: Michelle is a leading specialist in workplace mental health and is passionate about helping employees overcome their mental health challenges. She supports organisations with education and training, and equips employees with the tools to live healthier and happier lives. Michelle holds professional memberships with the BACP, and NCPS.
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