The menopause is a natural stage of life and yet it remains a taboo subject in many workplaces. CIPD research (2019) suggests that three in five of those experiencing menopause transition believe their symptoms have a negative impact on them at work. Symptoms have a wide range of impacts, such as feeling:

• less able to concentrate (65%)
• an increased amount of stress (58%)
• less patience with colleagues/clients (52%).

While some employees experiencing menopause transition receive help and understanding from colleagues and managers, many do not disclose their symptoms to management. CIPD research (2019) found that 30% of those surveyed said they had been unable to go into work because of their menopause symptoms – but only one quarter of that group felt able to tell their manager the real reason for their absence. This is a very telling finding and underlines the level of taboo/stigma that still exists and the important role of people managers in being approachable and supportive in this area. Often a few small practical adjustments at work could make a world of difference to someone experiencing some of the uncomfortable symptoms of the menopause.

This reluctance to discuss the menopause is understandable, but there should be no need for people to feel isolated and scared to seek the support that could transform their working life.

“All employers  should consider making provision and ensuring support for older women who are going through the menopause… too many older women are left to cope on their own, without support or understanding from colleagues or managers.”

Dr Ros Altmann CBE, 2015

Employers should support people with menopausal symptoms in the same way as they would with any other health condition. Organisations have a responsibility to create a stigma-free environment that encourages open discussion and disclosure; this will encourage people to not suffer in silence and discuss the practical steps needed to support their full engagement and productivity at work. 

We need to normalise the conversation about the menopause in the same way many workplaces have begun to break down the barriers and foster inclusion around mental health issues. There is a compelling rationale for taking this issue seriously, starting with the number of people whose working lives could be positively affected by creating menopause-friendly workplaces. 

The average age of the menopause is 51. For years there has been a steady increase in the employment rate of women over 50 in the UK, and this trend is likely to continue given the ageing population. There are now almost four million women aged 45–55 in work in the UK (Office for National Statistics, Social Survey Division, 2021), and the vast majority of these will go through the menopause transition during their working lives. Therefore, the potential to support the continued employment of those in the perimenopausal and menopausal age bracket, for the benefit of themselves and organisations as well as the wider economy, is considerable. At the same time, the quality of working life for those experiencing the menopause could be improved for millions now and in the future. 

Awareness about the need to provide effective support for those experiencing menopause transition is on the rise in society and at work. The key is for every organisation to foster an open and inclusive environment where no one is afraid to ask.

Please note

While we predominantly talk about women in relation to the menopause in this guidance, we also recognise and appreciate that the menopause can impact trans and non-binary people who don’t identify as women in the same manner. Although unusual, menopause can still be experienced by a few trans masculine and non-binary-identified people whose female characteristics may persist at this stage of their lives. They require the same support and flexibility in the workplace as others with similar symptoms.

Work can and should be a force for good. It should benefit workers, the organisations they work for, and the communities and societies they live in. This starts with valuing people – both their contribution to business success and their fundamental right to lead a fulfilling and healthy working life.

The CIPD has been at the forefront of championing this agenda on a public policy front, working with MPs, UK Government officials and the NHS to build menopause-friendly workplaces. The first meeting of the UK Menopause Taskforce took place in February 2022, to improve menopause provision and care across all four nations. In 2019 when we polled UK employers, around one in 10 had in place a framework to support employees with the menopause transition. In 2022, CIPD research shows that three in 10 (30%) now have a framework (such as a policy, awareness-raising, guidance or people manager training), so there is progress. The tide is hopefully turning, but we need to build on this momentum so that every employee who needs support has only to ask for it.

Like other health areas, the pandemic is likely to have had an impact on the support those experiencing menopause transition have received. Symptoms have continued to affect women, sometimes debilitating them. Many may have delayed contacting their GP as they wait for the pandemic to end. Mental health issues have also been more predominant because of the pandemic. Stress, worry and anxiety can make menopause symptoms worse. It is therefore more important than ever that organisations are providing support for those experiencing menopause transition and encouraging them to seek medical advice from their GP, where needed.

Throughout and following the pandemic, employees that are able to have increasingly been working in more remote or hybrid ways. This has helped some employees to manage their symptoms. It is important therefore to ensure that employees experiencing menopause symptoms are getting the support they need, regardless of their work pattern and location (for more information see the ‘Promote good people management’ section).

• Menopause is a natural process that marks the end of a woman’s reproductive life, most typically occurring between age 45 and 55.
• People can go through a wide range of physical and psychological symptoms associated with the menopause transition that can last for several years. Most menopausal people experience symptoms, although everyone is different and symptoms can be fluctuating and be felt to varying degrees.
• There are very good reasons why employers should treat the menopause as an important organisational issue. Women aged over 50 are a significant and growing employee group, and fostering age- and gender-inclusive workplaces will boost women’s economic participation and help employers to tap into valuable skills and talent.
• By taking the menopause seriously and treating it as an occupational health and people management issue, organisations can help to mitigate the potential negative impact of symptoms on the individual and the organisation, such as reduced job satisfaction and higher sickness absence.
• Very small changes on a practical level can make a huge difference to the quality of working life for women experiencing the menopause, and employers can reap the benefits in terms of better attendance and engagement, and reduced employee turnover. 

• Menopause is a natural part of ageing that typically happens between age 45 and 55 when oestrogen levels decline and periods stop. It is a biological stage that marks the end of a woman’s reproductive life. As menopausal symptoms are typically experienced for several years, it’s best described as a ‘transition’ rather than a one-off event.
• According to the NHS, the average age to undergo the menopause in the UK is 51, around 1 in 100 experience it before the age of 40, known as premature ovarian insufficiency (POI) or ‘premature menopause’. Often, there is no clear cause for the early onset of menopause, but it can also be as a result of surgery (for example hysterectomy, oophorectomy) or illness, or treatment (such as chemotherapy).
• The ‘perimenopause’ refers to the phase leading up to the menopause, when hormone balance starts to change; for some this can start as early as their twenties or as late as their late forties. It’s not always easy to attribute the possible symptoms to the perimenopause as they can be many and varied, ranging from mood changes, sleep disturbance, weight gain, night sweats and hot flushes to dryness of the skin, eyes, mouth and vagina.
• ‘Post-menopause’ refers to the stage after the menopause, when someone has not had a period for at least 12 consecutive months.

People can go through a wide range of physical and psychological symptoms associated with the menopause transition that can last for several years. The majority of menopausal people experience symptoms, although everyone is different and symptoms can be fluctuating and be felt to varying degrees. Although on average symptoms last for around four years from a last period, around one in ten experience them for up to 12 years. According to the NHS and the Royal College of Nursing (RCN), Some of the most typical symptoms of the menopause include:

• Psychological issues such as mood disturbances, anxiety and/or depression, memory loss, panic attacks, loss of confidence and reduced concentration.
• Hot flushes – brief and sudden surges of heat usually felt in the face, neck and chest.
• Sleep disturbance that can make people feel tired and irritable.
• Night sweats – hot flushes that happen during the night.
• Irregular periods and/or periods can become light or heavy.
• Muscle and joint stiffness, aches and pains.
• Recurrent urinary tract infections (UTIs) including cystitis.
• Headaches.
• Weight gain.
• Palpitations – heartbeats that become more noticeable.
• Skin changes (dryness, acne, general itchiness).
• Reduced sex drive.

Experiencing any of these symptoms can pose a challenge as people go about their daily lives, including at work. A bad night’s sleep can affect concentration, for example, while heavy periods or hot flushes can be physically distressing and embarrassing in front of colleagues or clients (Brewis et al 2017). Some of the potential psychological effects could also impact on an individual’s relationships at work.

There are very good reasons why employers should treat menopause as an important occupational health and people management issue.

Fostering an age- and gender-inclusive workforce

There are very few workplaces where menopause is not an issue affecting women employees. For example, in the UK, there are almost four million women aged 45–55 in work (ONS Social Survey Division 2021), which represents a significant and growing section of the workforce. Some sectors with a predominantly female workforce, such as health and social care and teaching, employ huge numbers of women who are either perimenopausal, menopausal or post-menopausal.

For many the onset of menopause during middle age can coincide with increased caring responsibilities for elderly parents or relatives, often at a time when they are still caring for children. The potential for these increased emotional demands to cause stress and/or negatively impact on mental wellbeing is significant, especially if it coincides with hormonal change. The level of support that women receive at this stage of their working life can be pivotal in facilitating their continued economic participation, as well as the ability of employers to attract and retain experienced and valuable skills and talent. The menopause is therefore an important gender- and age-equality issue, and should be part of an organisation’s approach to developing inclusive workplaces that support women’s progression at work throughout their employment lifecycle.

Encouraging better attendance, engagement and retention

It’s important for employers to understand the health impacts that the menopause can have on staff. Many undergo an uneventful menopause, but many others experience uncomfortable symptoms that can negatively affect their engagement with work if they are not properly supported. In one survey, many women undergoing the menopause said they were little prepared for its onset and nearly half found it difficult or somewhat difficult to cope with work during it; almost half felt that their job performance had been negatively affected by menopausal symptoms and yet some had worked extremely hard to overcome their difficulties (Griffiths et al 2010).

By taking the menopause seriously and treating it as an occupational health and people management issue, organisations can help to mitigate the potential negative impact of symptoms on the individual and the organisation, such as reduced job satisfaction and commitment, higher sickness absence and an increased desire to leave work altogether (Brewis et al 2017). The evidence shows that, where women receive understanding and help from management, it is greatly valued and enables them to continue working well and productively (Griffiths et al 2010).

Because menopause is often a taboo subject at work, many feel unable to disclose the real reason for absence if they need to take time off to deal with their symptoms, particularly if their manager is a man. As Altmann says: “If performance were affected by symptoms that could be attributed to a different medical condition, there would be far more acceptance and allowances made.” (Altmann 2015). By encouraging more openness about menopause across the workforce and approaching it as an organisational issue, more women will feel able to discuss the support they need with their manager.

For some, working conditions could exacerbate symptoms and make it challenging for them to contribute effectively at work. The factors that can make work more difficult to cope with include working in hot and poorly ventilated environments, formal meetings and high visibility activities such as formal presentations (Griffiths et al 2010). And yet very small changes on a practical level, such as supplying fans, can make a huge difference to the quality of working life for a perimenopausal or menopausal person. Employers that create the right framework of policies, as well as a supportive and open culture, to help employees get through the menopause will reap the benefits in terms of lower sickness absence and employee turnover as well as increased engagement and loyalty.

It’s important that those experiencing the menopause feel properly supported and included in their working environments.

Employers need to promote awareness of the symptoms associated with menopause transition, encourage open conversations and communicate the considerable organisational benefits of embracing an older female workforce.

It’s also useful to think about ways in which to actively include employees in the ongoing development of support and guidance on the menopause, for example by engaging with any employee or women’s networks including health and wellbeing champions.

All employees should be given information on how they can get support for any issues that arise as a result of the menopause, including access to information on how they can help to alleviate some of their symptoms.

It’s important to use inclusive language so that nobody feels side-lined and so that everyone knows how to access any support they might need.

Take into account cultural sensitivities when providing support in relation to menopause.

Some employees might feel uncomfortable going to their manager for support and other options should be available. This may be through HR, an employee resource group or a welfare officer. Many employers have employee assistance programmes that can also be helpful.

Promoting and supporting equality, diversity and inclusion (EDI) in the workplace is an important aspect of good people management – it’s about valuing everyone in the organisation as an individual. To reap the benefits of a diverse workforce, it’s vital to have an inclusive environment where everyone feels able to participate and achieve their potential.

It’s important, therefore, that those experiencing the menopause feel properly supported and included in their working environments and that there is an openness of culture when it comes to discussing issues relating to menopause. Employers need to promote awareness of the symptoms associated with menopause transition across their workforce, encourage open conversations about this natural life stage, and appreciate and communicate the considerable organisational benefits of embracing an older female workforce. 

According to RCN, workplace attitudes to the menopause can range from empathetic and understanding to insensitive and jokey, to a complete lack of sympathy for employees who are experiencing this natural life event. Employers therefore need to shift attitudes away from insensitivity and humour to informed and supportive on this important issue. 

Employers should communicate their positive attitude towards the menopause, so that all employees know that their employer is supportive. Developing a workplace wellbeing policy which recognises the menopause is a good starting point, but they should also use wider communication channels to educate and build support. They should build into their communications that the menopause transition need not be a private or embarrassing topic and shouldn’t be regarded solely as a female issue. 

A key aim should be to develop understanding and support of menopause at work issues among people managers and colleagues, using a variety of ongoing approaches and awareness-raising activities. Information and education about the menopause should be included as part of the organisation’s inclusion and diversity training for the whole workforce, and integrated into its induction programme for new starters. Employers can use health and wellbeing days to promote information and advice on the menopause, and guidance on how to deal with the menopause should also be freely available in the workplace. 

Employers should also think about ways in which to actively include employees in the ongoing development of support and guidance on the menopause, for example by engaging with any employee or women’s networks including health and wellbeing champions. Creating a positive and stigma-free environment in relation to menopause issues requires a ‘bottom-up’ focus as well as strong leadership from above, and it is only by taking this inclusive approach that an organisation will be able to translate policy into practice. Encouraging peer-to-peer discussions will help to grow genuine conversations about the menopause and enable employees to share experiences of managing the day-to-day impact of their symptoms, which in turn will help to create more openness and understanding in the workplace. 

All employees should be given information on how they can get support for any issues that arise as a result of the menopause. They should also have access to information on how they can help to alleviate some of their symptoms. Because of the societal taboos that still surround the menopause, some might feel uncomfortable going to their manager for support and other options should be available. This may be through HR, an employee resource group or a welfare officer. Many employers have employee assistance programmes that can be a confidential source of help and advice.

It’s important to use inclusive language so that nobody feels side-lined and so that everyone knows how to access any support they might need. The menopause will impact on women at different ages, those from different ethnic backgrounds, those with disabilities, as well as trans and non-binary employees. People experience the menopause in different ways and it is therefore helpful not to make assumptions but to take the lead from the individual in terms of what support they might need.

Take into account cultural sensitivities when providing support in relation to the menopause. In some cultures it can be viewed as inappropriate or uncomfortable to talk about the menopause. No one should feel forced to discuss the menopause or their symptoms if they do not want to. However, the onus should be on the organisation to create an open and supportive culture should people want to talk about it and make clear what they have on offer, should they need support. As Riach and Jack (2021) suggest, it is helpful from an inclusion perspective to take away the red tape involved in accessing support – so that people don’t need to share they are experiencing menopause transition if they don’t want to.

• Too often, organisations are reactive and ad hoc in their approach to people’s health and wellbeing; HR is ideally placed to take a proactive approach.
• It’s important to approach the menopause holistically, and integrate relevant provision across people management, equality and occupational health to be effective. 
• It’s for each organisation to decide the level of formality needed when introducing a framework, but developing a dedicated policy or plan on the menopause can aid clarity for managers and employees, for example by setting out key responsibilities and signposting to sources of support. 
• Consider adopting a ‘cafeteria approach’, where women can choose from a range of options to help with their specific symptoms.

Since we first published this guidance in 2019, awareness about the need to build menopause-friendly workplaces has been rising. There has also been a corresponding increase in the proportion of organisations that have a supportive framework in place. 

For example, in the UK in 2019, around 10% of organisations had a framework for those experiencing menopause transition. In 2022, the CIPD Health and Wellbeing at Work survey report found that 30% have provision for menopause transition (such as policies, guidance, awareness-raising or people manager training) in place to a large or moderate extent. This is a step in the right direction, but the majority of employers still need to develop and implement an effective framework. Their approach also needs to be proactive and engage the whole workforce – a policy alone will achieve nothing, or very little, if it remains on the shelf.

HR is ideally placed to take a proactive approach to the menopause at work, thereby helping to mitigate the potential negative impact that the workplace can have on someone’s symptoms. Too often, organisations are reactive and ad hoc in their approach to people’s health and wellbeing. This means they can miss the opportunity to develop a more strategic and preventative framework to help people to perform to their best even if they do develop a health condition or disability. 

We know that the vast majority of female employees in the 45–55 age bracket will experience the perimenopause and menopause and that many of them will have a range of symptoms that are often fluctuating. Regular monitoring of the gender and age profile of the workforce will therefore enable the organisation to anticipate the potential health-related needs of this employee group and the scale of support that is likely to be needed. This doesn’t mean making assumptions about an individual’s circumstances or required support; however, if the organisation has a large proportion of female employees around this age range, it should ensure that it has the right level of line manager training in place in the right areas. It could also consider running an awareness campaign as part of any ongoing health promotion programme, signposting to the formal and informal support in place. 

It’s also important to listen to employees themselves about how the most effective provision can be developed and what it should look like. The organisation should tap into any employee networks and/or volunteers, both for feedback and to help drive forward change and inclusivity around the issue. One study surveyed women aged 45–65 to explore what employers and managers should and should not do in relation to women going through menopause (Hardy et al 2017). The findings are a useful resource for organisations considering how to develop a suitable framework. Key recommendations include: 

• A positive environment where the menopause is treated seriously.
• The need for effective communication skills. 
• Consideration of the menopause at a policy level. 
• Education and training for people managers, including how to make reasonable adjustments.

Creating an organisational framework to support employees experiencing the menopause transition means recognising that this is an equality, occupational health and people management issue. The organisation therefore needs to view its approach to the menopause holistically, and integrate relevant provision across the policies and practices in all of these three areas to be effective. 

Certain workplace factors could worsen someone’s perimenopausal or menopausal symptoms, and so the first step is to ensure that the organisation’s existing policies and working practices don’t unintentionally create barriers for employees during this stage of their life. These can include both the ‘physical’ aspects of someone’s working environment as well as the less tangible impact that an organisation’s customs and policies can have on someone’s experience of work.

For example, could the constrictions of a uniform or dress code exacerbate menopausal symptoms? How well ventilated is the workplace? Do people managers understand that the menopause should be viewed as an occupational health issue, and do they take this fact into account during the performance management process where appropriate? Does the organisation’s flexible working policy explicitly recognise that the menopause is an occupational health issue that could require adjustments for someone by highlighting the range of working options that could be offered to support staff in these circumstances?

The level of formality that HR decides to adopt when introducing a framework to create an inclusive and stigma-free working environment and help managers to support those experiencing the menopause will depend on a number of factors. These include the size of the organisation, its culture and general approach to people management, and whether or not there is already a cohesive health and wellbeing strategy or plan in place. If an organisation does already have a health and wellbeing plan, this is a good place from which to develop a policy or guidance on the menopause. 

Not every organisation will decide that having a standalone menopause policy is appropriate for its culture or people management framework. Some may prefer to incorporate provision related to the menopause across its existing policies, such as flexible working and equality and diversity, and develop dedicated line manager guidance and training to bring this policy provision to life. However, developing a standalone organisational policy or plan on the menopause can serve a number of purposes, for example:

• It will prompt HR to systematically audit the organisation’s existing policy provision related to the menopause and think strategically and practically about how to develop the most effective framework.
• It provides the opportunity for HR to collaborate with its occupational health (OH) service, if it has one, and any employee assistance programme (EAP) partners, to develop a framework that is fully integrated into both people management and OH policies, practices and provision.
• A standalone policy provides clarity for managers and employees, for example by setting out key responsibilities and signposting to sources of support.
• Developing a policy provides an opportunity to engage with employees on the issue and shows the workforce the organisation regards the menopause as a serious work-related health issue.
• It can provide the framework for evaluating the impact of the organisation’s provision in this area.

If one is developed, a menopause policy should be consistent with the organisation’s wider people management policy provision, and cover key areas including:

• Statement of principles, including how the organisation and its senior managers are committed to supporting employees through the menopause transition, and why this is an important workplace issue for everyone.
• Policy objectives, including the actions that the organisation will take to implement the policy, and the key outcomes it wants to see, such as a more open and inclusive culture so that people feel able to discuss the menopause and seek the support they need.
• Definitions and symptoms of the menopause, to promote a basic understanding among all employees about what the menopause is and how it can impact health.
• Key responsibilities, setting out which employee groups have responsibility for implementing specific aspects of the policy, including senior managers, line managers, HR, employees and occupational health.
• Activities and initiatives to be implemented under the policy, such as stress risk assessments and people manager training.
• Links to internal and external sources of support, such as occupational health, an employee assistance programme, counselling services, any internal employee networks and external support groups.

There is no one-size-fits-all approach to menopause transition at work due to the unique way in which someone can experience the range of potential symptoms. An article contributed by experts on developing workplace menopause policies for Occupational Health at Work therefore recommends adopting a ‘cafeteria’ strategy, ‘where women can choose from a range of options to assist with their specific symptoms, depending on severity, regularity and duration’ (Beck et al 2018).

The elements that a cafeteria approach could cover include many of the same areas outlined in this guide, such as tailored absence policies, specialist support from an employee assistance programme and/or occupational health, flexible working arrangements, workplace adjustments based on individual need and informal support networks. The subtle but important difference is that developing and communicating a strategy based on employee need and preference helps to empower someone experiencing menopause transition to manage symptoms with the right organisational support in place at the right time. The authors describe a cafeteria strategy as an ‘opt-in’ approach that can help to counter any reluctance to talk about work-related issues relating to the menopause. They cite evidence in support of a cafeteria approach showing that women who believe they have high levels of workplace control and autonomy report fewer menopause symptoms.

• Organisations should treat an employee with menopause symptoms in the same way they would manage and support someone with any long-term health condition, including making reasonable adjustments. Effective adjustments can be simple, low cost and make a significant difference to how well someone with symptoms can perform at work.
• Absence management policies and procedures should be flexible and highlight the menopause as a potential long-term fluctuating health condition.
• If an organisation has access to occupational health (OH) services, HR should work closely with their OH team to develop an effective organisational framework to support staff with menopausal symptoms.
• Employers have a legal duty to control the risks to people’s health and safety at work, and this should involve carrying out a risk assessment or audit to help prevent and manage the symptoms experienced by someone going through menopause.

Organisations should treat an employee with menopause symptoms in the same way they would manage and support someone with any long-term health condition. Information about the menopause and the support available for employees experiencing it should be woven through all of the organisation’s health and sickness-absence-related policies and procedures. One experience of the menopause transition can be entirely different from another, so an organisation needs to develop a framework that encourages managers to have a tailored approach, where the focus is on providing individualised support.

Although it’s not automatic for the symptoms associated with the menopause to
be regarded as a disability, they can be, and it’s good practice to consider making
adjustments for any individual experiencing difficulties at work because of a long-term health condition such as the menopause. Adjustments should be considered in relation to each individual and their specific role. The aim is for the organisation to understand the barriers the employee is experiencing and put adjustments in place to resolve them. It’s very important, therefore, that a manager involves the employee in discussions about the potential adjustments that could help to mitigate the impact of any menopausal symptoms at work. Each experience of menopausal transition is different and so there is no uniform set of adjustments that an organisation can put in place.

Effective adjustments can be simple, low cost and make a significant difference to how well someone with symptoms can function at work. Therefore, the organisation should develop and disseminate clear guidance on making adjustments and incorporate specific advice on menopause transition into it. The guidance should be promoted across the workforce but particularly targeted at people managers, who will typically have responsibility for having supportive and informed conversations with employees about adjustments.

The guidance should be practically focused and include advice on the range of potential menopausal symptoms someone can experience and the type of workplace adjustments that can be made to support them. It’s important to provide examples of potentially helpful physical adjustments, such as a change to the workplace or workstation, for example, investigating ways of cooling the working environment by providing fans, or a relaxing of the uniform or dress code if it’s uncomfortable. But it’s also important to highlight the ‘softer’ range of adjustments that could make a difference, such as allowing for more frequent breaks during someone’s work schedule, arranging additional time to carry out a task, providing a mentor or changes to an employee’s job description or duties.

An organisation’s guidance on making adjustments should encourage managers to consider ways they can be flexible about how a job is done, and discuss options with the employee. By having a sensitive and supportive conversation with the employee about how a job can be done differently, the individual is likely to have the best ideas on what changes can make the biggest difference to how well they can do their job.

As well as our manager guide on the menopause at work, you can access the Disability Confident and CIPD guide for line managers on employing people with a disability or health condition. See the CIPD’s guide, Managing and Supporting Employees with Long-term Health Conditions, for more detailed practical advice.

Employers should develop an absence management framework and culture that encourages genuine reporting of the reasons for sickness absence, whereby people feel able to disclose menopausal symptoms. A 2014 survey by the National Union of Teachers about women’s experiences of the menopause found that only 20% had taken sick leave because of menopausal symptoms, but over 80% of these had not disclosed the 15 menopause as the reason. Although understandable, being able to be open about the need to take time off to deal with menopausal symptoms would be a big step forward for those needing support and potential adjustments from work. 

The onus is on the employer to take practical steps to create a genuine reporting climate, and absence management training and guidance for line managers should include awareness about the menopause and its potential symptoms. Absence management policies and procedures should be flexible and highlight the menopause as a potential long-term fluctuating health condition that should be treated as such, with support and understanding. If symptoms affect capacity to work and attendance, it’s appropriate to treat this type of non-attendance outside of the normal absence reporting procedures and triggers. Therefore, if an employee has a series of short-term absences related to the menopause, these should be recorded separately as part of an ongoing health condition, and no adverse management action should be taken for this type of absence. One useful approach could be to have a code in the organisation’s absence recording system to note the menopause as a reason for absence distinct from other types of sickness absence. 

Some employers use the Bradford Factor to identify persistent short-term absence. But this approach could unfairly penalise an employee who needs to take sick leave to deal with their symptoms. The reasons for an employee taking frequent periods of absence should be discussed with the employee.

If someone is off sick, particularly for a lengthier absence, a return-to-work interview is a good opportunity for a manager to explore what factors are contributing to someone’s absence, and identify if they have an underlying health issue. These need to be carried out in a sensitive and empathetic way. An effective return-to-work interview can build trust and engagement with the employee, and support their smooth and sustainable return to work. Managers should advise employees in advance to expect a return-to-work interview and make it clear that this is a supportive process to help them make a successful and lasting return to the workplace, and address any ongoing health needs. It’s important to remember that an employee is unlikely to be fully fit when they return to work, and will need ongoing support as well as possible adjustments to their workload to help ease them back into their work routine, particularly if the absence has been long term and the condition is ongoing and fluctuating, as is typically the case with menopause transition.

Access the CIPD’s resources on managing absence. 

If an organisation has access to occupational health (OH) services, HR should work closely with their OH team to develop an effective organisational framework to support employees with menopausal symptoms. As a specialist branch of medicine focusing on health in the workplace, OH professionals will have valuable expertise and knowledge that HR can tap into to inform its policies, guidance, training and awareness-raising related to menopause.

Many organisations access OH support in a reactive way, when a particular sickness absence case is complex and/or becomes long term, for example. However, a lot of support an OH service can provide is proactive, aiming to create a preventative and supportive environment to promote good health and wellbeing. OH specialists are therefore able to provide expert advice and guidance in areas such as:

• Designing and implementing policy on the menopause transition.
• Promoting good health education programmes on menopause, and ensuring that the issue is highlighted as part of wider occupational health awareness campaigns.
• Minimising and eliminating workplace factors that could exacerbate menopausal symptoms, and advising on the ergonomic factors that could help to support employees. 
• Providing regular check-ups and advice for employees experiencing the menopause and monitoring the health of an employee who is experiencing significant menopausal symptoms.

Menopause transition can cause a wide range of physical and psychological symptoms, and a manager may need expert advice and guidance from OH to help them understand how symptoms may impact on an individual’s capacity to perform certain tasks. A significant number of people with symptoms can experience depression, anxiety and/or stress, and it’s important that managers have access to expert OH advice where possible to help them understand how to manage mental health issues connected with someone’s menopause transition. The specialist advice that OH can provide will be invaluable in helping managers to make tailored adjustments and support someone on an ongoing basis, particularly if symptoms are severe.

Access to OH services is identified as one of the most effective interventions for long-term absence, and HR should develop a case management approach with OH and an employee’s line manager to support someone who is off sick with menopause symptoms to ensure they receive the support and adjustments needed for an effective return to work.

Access the CIPD’s information and advice on occupational health.

If an employer has an employee assistance programme (EAP), the organisation needs to first check that it is knowledgeable on the menopause in the workplace. The services it provides, such as counselling, can be used to support employees going through the menopause. Many EAPs are under-used by employees, and so the organisation should actively promote the support available in an EAP, as well as any other wellbeing services available inside or outside the organisation.

• Good people management is crucial to supporting employees going through the menopause. Employers should ensure all line managers have been trained on how the menopause can affect work and what adjustments may be necessary.
• Negotiating flexible working hours or practices could make a real difference to someone experiencing menopausal symptoms, and so organisations should promote the opportunities available through its flexible working policy. 
• Ensure support for all, including those working remotely or in a hybrid way. 
• Performance management should be a positive process and focus on the support needed to help everyone perform to the best of their ability, including taking on board any underlying health issues.

Much of the day-to-day responsibility for supporting people’s health and wellbeing and implementing the policies that can help to accommodate those experiencing menopause transition falls on people managers. A people manager will typically be the first point of contact if someone needs to discuss their health concerns or needs a change to their work or working hours. It’s therefore essential that a people manager is knowledgeable about the organisation’s framework for managing people with a health condition, including someone experiencing menopausal transition, and understands their role within that. 

Employers should ensure that all people managers are trained and have a broad understanding of how menopausal symptoms can affect employees’ interaction with work. They also need to be knowledgeable about what adjustments may be helpful to support those experiencing particular symptoms. As well as ensuring that any ongoing training interventions aimed at managers, such as inclusion and diversity training and management development programmes, include information and advice about the menopause, there are wider issues to consider. These involve ensuring that managers have the ability to not shy away from personal and potentially sensitive issues and have the confidence and competence to have challenging conversations with employees about the menopause and the support they may need at work. Acas has practical guidance written for people managers on challenging conversations and how to manage them. 

Managers also need to be trained in how to be alert to the early warning signs of poor wellbeing, and changes in employee behaviour or performance at work that could be linked to the menopause, as well as being confident in signposting to expert sources of support such as occupational health, GP services and an employee assistance programme, if available.

Access the CIPD’s people manager guides on Supporting employees with long-term health conditions and The menopause at work.

Being able to negotiate flexible working hours or practices could make a really big difference in helping someone experiencing menopausal symptoms to continue to work to their full potential. Employers should consider temporary changes in work patterns and recognise that sickness absence may be more frequent as employees struggle with symptoms such as excessive bleeding or sleep deprivation. 

There are a wide range of flexible adjustments that an employer can make to someone’s job or working arrangement to help employees deal with their symptoms, ranging from taking extra breaks during the working day to part-time working or a shift change. If an employee’s sleep is disturbed because of the menopause, a later start time could help someone to balance work and their symptoms. An employee may also need to leave work at short notice if they are feeling unwell or experience heavy bleeding or flooding. 

Other ways that working life can be made more flexible for those in transition include:

• Reducing workload.
• Ensuring they are not working excessively long hours.
• Rearranging formal meetings or presentations if necessary.
• Allowing them to switch to different tasks on bad days.
• Allowing them to work flexible hours and/or at home, especially on bad days or if sleep is poor.
• Allowing time off in the day to attend medical appointments (Brewis et al 2017). 

Because people can experience menopausal symptoms in very different ways, it’s important that HR and managers are able to discuss flexible working solutions on a case-by-case basis, tailored to the needs of the individual. Organisations can tend to be reactive in how they approach flexibility in the workplace, and quite limited in the range of flexible working options that are offered and taken up. They need to be more creative and proactive in thinking about the kind of flexibility that can support those with menopausal symptoms, and educate managers so that they are confident about discussing a range of flexible options with employees.

Access the CIPD’s resources on flexible working.

Following the pandemic, employees that are able to have increasingly been working in more remote or hybrid ways. CIPD research also suggests that organisations are continuing to invest in these ways of working. 

It is important therefore to ensure that employees experiencing menopause symptoms are getting the support they need, regardless of their work pattern and location. 

While some menopausal symptoms, like hot flushes, may be easier to manage at home, there are other considerations. Some people might be experiencing the loss of physical face-to-face interaction – being able to have a tea break with colleagues to share experiences with others going through the menopause. Organisations should consider whether they can provide opportunities to connect, through online support groups for instance. 

People managers should have regular one-to-ones with team members to discuss people’s health and wellbeing. They should also consider whether any practical adjustments might be needed while working from home – flexible start and finish times, access to fans, and regular breaks.

There should never be assumptions about someone’s ability to perform to a high standard, but it should be recognised that people can experience a wide range of uncomfortable symptoms for many years as part of the menopause transition. It’s not surprising that they can pose a challenge for people as they go about their daily lives, including at work, where performance can be impacted. CIPD research  (2019) found that three in five employees in the UK experiencing menopause transition believe their symptoms have a negative impact on them at work.

Addressing the stigma about the menopause means challenging negative and stereotypical attitudes by changing the culture, but policies and practices such as performance management also have an important role to play. It’s important to remember that performance management should, in essence, be a positive process and focus on the support needed to help everyone perform to the best of their ability, including taking on board any underlying health issues. The design and implementation of an organisation’s performance management system should be based on this premise.

Access the CIPD’s resources on managing performance.

You can also refer to the CIPD’s accompanying guidance on the menopause for people managers, including practical tips for supporting employees.

The University of Manchester’s Manager Guidance, Menopause in the Workplace, is also available for reference.

ALTMANN, R. (2015) A new vision for older workers: retain, retrain, recruit [online]. Independent report. London: DWP. Available at: www.gov.uk/government/publications/a-new-vision-for-older-workers-retain-retrain-recruit [Accessed 1 September 2018]. 

BECK, V., BREWIS, J., DAVIES, A., FISH, S. and GARLICK, D. (2018) Developing workplace menopause policies: four reasons why, and how. Occupational Health at Work. Vol 15, No 3. pp22–5. 

BREWIS, J., BECK, V., DAVIES, A. and MATHESON, J. (2017) The effects of menopause transition on women’s economic participation in the UK [online]. Research report. London: DfE. Available at: www.gov.uk/government/publications/menopause-transition-effects-on-womens-economic-participation [Accessed 1 September 2018]. 

GRIFFITHS, A., MACLENNAN, S. and WONG, Y. (2010) Women’s experience working through the menopause. Research report. Nottingham: University of Nottingham and the British Occupational Health Research Foundation. 

HARDY, C., GRIFFITHS, A. and HUNTER, M. (2017) What do working menopausal women want? A qualitative investigation into women’s perspectives on employer and line manager support. Maturitas. July. Vol 101. pp37–41. (See synopsis in: ‘What do working menopausal women want?’ [online]. Henpicked: Menopause in the Workplace. Available at: https://menopauseintheworkplace.co.uk/menopause-at-work/what-do-working-menopausal-women-want/ [Accessed 18 January 2019].)

HEALTH AND SAFETY EXECUTIVE. (2014) Risk assessment: a brief guide to controlling risks in the workplace [online]. Guidance leaflet. London: HSE. Available at: www.hse.gov.uk/pubns/indg163.pdf [Accessed 10 January 2019]. 

OFFICE FOR NATIONAL STATISTICS. (2019) Employment, unemployment and economic inactivity by age group (seasonally adjusted) [online]. Newport: ONS. Available at: www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/datasets/employmentunemploymentandeconomicinactivitybyagegroupseasonallyadjusteda05sa [Accessed 8 March 2019]. 

RIACH, K. and JACK, G. (2021) Women’s health in/and work: menopause as an intersectional experience. PubMed (nih.gov) [Accessed 15 July 2022].

NHS guidance on menopause symptoms and treatment

NICE guidance on menopause diagnosis and management

British Menopause Society (provides ‘education, information and guidance to healthcare professionals specialising in all aspects of post reproductive health’)

Women’s Health Concern (the patient arm of the British Menopause Society)

Daisy Network (support for premature menopause or ‘premature ovarian insufficiency’)

Faculty of Occupational Medicine (provides guidance on the menopause at work)

Henpicked: Menopause in the Workplace (‘making it easy for you to introduce the right menopause awareness, training, policies and practices’)

Menopause Café (‘gather to eat cake, drink tea and discuss menopause’)

Talking Menopause (provides ‘seminars, coaching and individually tailored programmes helping organisations transform their culture and create menopause-friendly workplaces’)

The Menopause Exchange (provides ‘independent advice about the menopause, midlife and post-menopausal health’)

Online Menopause Centre (‘the UK’s first online menopause clinic and awarded ‘Outstanding’ by the Care Quality Commission (CQC) for its management and governance’)

Menopause Matters (‘an independent website providing up-to-date, accurate information about the menopause, menopausal symptoms and treatment options’)

Menopause Support (provides personal and business support)

Meg’s Menopause (‘an open source of information and advice dedicated to empowering women through an honest and frank discussion of all things menopause’)

My Menopause Centre (an online menopause clinic including a menopause questionnaire that provides a free, personalised assessment with advice on how to take control of menopause symptoms)

National Institute for Health and Care Excellence (NICE) guidelines. These explain how your GP will determine what types of treatments and interventions they can offer you. You can find out more information by using the following link: www.nice.org.uk/guidance/ng23/ifp/chapter/About-this-information

National Health Service provides an overview of menopause. You can find more at: www.nhs.uk/Conditions/Menopause/Pages/Introduction.aspx

The Royal College of Obstetricians and Gynaecologists offers further information in a dedicated area of their website at: www.rcog.org.uk/en/patients/menopause/

A UK Government report, researched by the University of Leicester’s School of Business, has been published. Read more here: Menopause transition: effects on women’s economic participation

The CIPD is incredibly grateful to the organisations and CIPD members who gave their time and expertise to provide feedback to help inform this guide. These include: the members of the CIPD Birmingham branch; Deborah Garlick, director of Henpicked: Menopause in the Workplace; Lynda Bailey, co-founder and director of Talking Menopause; the Civil Service Employee Policy team and the cross-Civil Service Menopause Working Group; Jog Hundle, partner, Mills & Reeve LLP; Professor Carol Atkinson, associate dean: Research Manchester Metropolitan University Faculty of Business and Law; Clare Knox, founder and business psychologist, See Her Thrive. Thank you also to: Dr Andrea Davies, senior research ethics officer and associate professor in marketing and consumption, and Nicola Junkin, staff health and wellbeing, recruitment strategic lead, the University of Leicester; and Gemma Dale, policy manager, the University of Manchester, for use of their policies and guidance. 

We would also like to thank those individuals and organisations that enabled us to include case studies in the guide: Bernice Allport of the Environment Agency; Janet Trowse and Karen Venn of Network Rail; Kirstie Williams, Civil Service HR team; ‘Catherine’ of West Midlands Police; Juliet Saimbi of Severn Trent; and Alison McBirnie, Myra Gilbert and Leah Lee of the Solicitors Regulation Authority.

Make use of the following resources:

• Manifesto for menopause at work: this outlines the CIPD's calls to the UK Government to support the development of menopause-friendly workplaces
• Poster 1: surprising facts about the menopause
• Poster 2: dos and don'ts for supporting a colleague with the menopause
• Leaflet: surprising facts about the menopause, and dos and don'ts for supporting your colleagues

Print instructions

• Posters: please print on A4 or A3 paper (portrait).
• Leaflet: please print on A4 paper (in print settings select landscape, double sided, and flip on short edge) and then fold in half to make an A5 booklet.