Menopause at work: Guide for people managers

Whatever the size and sector of your business, most women in your team will experience menopausal symptoms at some stage. It’s a natural stage of life experienced by around half of the workforce at some point, and yet it’s a taboo subject in many workplaces. This means many employees with menopause symptoms, which can be severe, suffer in silence. But the menopause needn’t be an awkward or embarrassing topic, and it certainly shouldn’t mean that anyone needs to press pause on their working life. Often a few simple changes to someone’s working environment can make a world of difference – enabling someone experiencing menopausal symptoms to continue performing and contributing to their full potential. Even just being able to talk openly can reduce the impact of someone’s symptoms. 

This guide offers advice in managing the main areas where managers can provide support:  

• improving your understanding of what the menopause is and how it can affect people  

• knowing your role as a manager, for example, in understanding organisational policies and support  

• having open and honest conversations to be able to offer appropriate support  

• contributing to risk assessments and making adjustments  

• knowing how to support performance where this is impacted by health issues. 

From April 2026, under the Employment Rights Act 2025, employers with 250 or more employees will be encouraged to publish the steps they are taking to reduce their gender pay gap and support employees through menopause. From April 2027, this will be mandatory for employers with 250 or more employees. This will include recommended actions for your organisation to take that must be reported to the UK government.

The key behavioural areas that will assist you in managing this issue are:  

Building and sustaining relationships – this is vital if you are to have the trusting, open relationships with team members that are needed if they are to share concerns relating to menopause. This behavioural area also involves showing empathy, concern and consideration for people and providing opportunities for them to speak to you, which will enable early, sensitive conversations about such issues and their impact on work.  

Providing knowledge, clarity and guidance when needed, including providing clear feedback, clarifying expectations, making time for people and giving advice and guidance to team members on their role and adjustments that can be made if required.  

The ‘seeking appropriate support’ aspect of the behaviour area Handling conflict and people management issues will ensure that you seek support for yourself and your team members when needed and use organisational resources and frameworks as appropriate.  

Exercise 5, Exercise 4 and Exercise 3 offer advice on how to develop these behaviours.  

Every manager should know what the menopause is, when it happens and how it can affect women. 

It’s a natural stage of life when oestrogen levels decline and periods stop. As menopausal symptoms are typically experienced for several years, it is best described as a ‘transition’ rather than a one-off event.

The menopause typically happens between age 45 and 55, but it can be later. The ‘perimenopause’ is the phase leading up to the menopause, when hormone balance starts to change. During this time a woman may start to suffer with menopause symptoms but is still having periods. The menopause is said to be reached when periods have been absent for a year. The symptoms last on average for four years, but for some can last much longer. The average age to undergo the menopause in the UK is 51, but around 1 in 100 women experience it before the age of 40. This is known as premature ovarian insufficiency (POI), premature ovarian failure or ‘premature menopause’. It is called ‘early menopause’ if it occurs between the ages of 40 and 45. Often, there is no clear cause for the early onset of menopause, but it can be as a result of surgery (for example oophorectomy), illness or treatment (such as chemotherapy or radiotherapy).

The menopause can cause a wide range of physical and psychological symptoms that can last for several years. The majority of menopausal women experience symptoms, but everyone is different. Symptoms can fluctuate and be felt to varying degrees. Experiencing any of the typical symptoms can pose a challenge for women as they go about their daily lives, including at work. CIPD research (2023) found that two-thirds (67%) of women (aged 40–60 in employment) with experience of menopausal symptoms say they have had a mostly negative effect on them at work.   

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.  

Remember, everyone is different. Symptoms can fluctuate and be felt to varying degrees.

You have an important role to play in ensuring that anyone experiencing menopausal symptoms gets the same support and understanding as if they had any other health issue. The role of line managers in supporting those experiencing menopause transition is crucial. Effective management of team members with menopausal symptoms that are impacting on their work will help you to improve your team’s morale, retain valuable skills and talent, and reduce sickness absence. Good people management is fundamental to supporting employee health and wellbeing, spotting early signs of ill health or distress, and initiating early intervention.  

Line managers are typically:  

• the first point of contact if someone needs to discuss their health concerns or needs a change or adjustment to their work or working hours to enable them to perform to their full potential  

• responsible for implementing the policies and practices that can help someone experiencing the menopause to feel supported, and to be effective in their role  

• responsible for managing absence and keeping in touch if someone is off work ill or because of their menopausal symptoms, as well as supporting an effective return to work.  

The level of trust you build with employees will determine the extent to which colleagues are able to discuss menopausal symptoms and any support or adjustments they need at work. Simple changes to your management style can make a world of difference:

• Building relationships based on trust, empathy and respect will make it easier for an employee to feel comfortable about raising a health issue like the menopause.  

• Regular and informal one-to-ones with members of your team can provide the forum for a conversation about any changes to someone’s health situation, including the menopause.  

• Asking people how they are on a regular basis will help to create an open and inclusive culture, and encourage someone to raise any concerns.  

• Don’t make assumptions – everyone is different, so take your lead from the individual.  

You also need to be aware of the frameworks, policies and duties employers have relating to the menopause transition. If you’re a manager in a larger organisation, it’s essential that you know about your employer’s framework (if one exists) for managing people experiencing menopause transition and understand your role within that. Even if you don’t have a formal policy or framework in place, it’s important to understand the employer’s legal duty to make reasonable adjustments where needed. Seek support from your HR team or refer to our guide for people professionals. You can also ensure that members of your team are given information on events like health and wellbeing days that may take place in your organisation and know how to access any information and support offered by your organisation.  

This relates to the ‘seeking appropriate support’ aspect of the behaviour area Handling conflict and people management issues. Exercise 3 offers advice on how to develop these behaviours. In addition, giving your team guidance and advice is part of the behaviour area Providing knowledge, clarity and guidance. Exercise 4 offers advice on how to develop these behaviours. 

The easier you make it for someone to open up to you, the easier it will be to identify the support they need. Menopause can affect women’s confidence and it can be very daunting talking to someone who has no knowledge/awareness of the menopause. The more supportive and knowledgeable you are about the range of menopausal symptoms, the less likely that women will feel embarrassed to approach you and discuss how the menopause is affecting their health and their work. Awareness about the symptoms and range of support available in the organisation will also increase your own confidence in discussing the issue. Refer to the section above for information on what you need to know about the menopause or the useful resources at the end of this guide.

While any health condition can understandably be a sensitive and personal issue for many, some of the symptoms associated with the menopause can manifest themselves in a particularly intimate, even visible, way. It’s therefore understandable why many women could feel embarrassed and reluctant to discuss the impact of their symptoms. However, most people would prefer a concerned and genuine enquiry about how they are instead of silence.  

If you are a male manager – or in some cases, if you are a younger female manager - women may be reluctant to discuss menopause issues with you. If this is the case, you may want to ask them if they would prefer to discuss this with another female manager or HR.

Don’t make assumptions about someone’s health condition or ask them a direct question about their menopause symptoms. If you have concerns about someone’s wellbeing or performance, ask general, open questions such as, ‘How are you doing at the moment?’ or ‘I’ve noticed you’ve been arriving late recently, and I wondered if you’re okay?’ It’s up to the individual to disclose any particular symptoms or health issues they may be experiencing.  

Approach conversations with empathy and try not to be embarrassed by the issue and how the individual is feeling. Regular catch-ups or one-to-ones are an opportunity to start the conversation, which should always be in a private, confidential setting where the employee feels at ease. If you are a woman, who has already been through the menopause, don’t make assumptions that your experience will be the same as the woman you are talking to.

It’s important to set the right tone when opening a conversation about any sensitive issue. But try not to worry too much – being oversensitive will stop you from doing or saying anything. Review the following checklist before approaching a sensitive conversation, and you won’t go far wrong:  

• Avoid interruptions – switch off phones, ensure colleagues can’t walk in and interrupt. 
• Ask simple, open, non-judgmental questions.  
• Avoid judgmental or patronising responses.  
• Speak calmly.  
• Maintain good eye contact.  
• Listen actively and carefully.  
• Encourage the employee to talk.  
• Give the employee ample opportunity to explain the situation in their own words.  
• Show empathy and understanding.  
• Be prepared for some silences and be patient.  
• Focus on the person, not the problem.  
• Avoid making assumptions or being prescriptive.  

This checklist has been adapted from the CIPD and Mind’s People Managers’ Guide to Mental Health. 

This relates closely to the behaviour area Building and sustaining relationships. Exercise 5 offers advice on how to develop these behaviours. 

If someone tells you about a health condition, including menopausal symptoms, this should be treated as confidential. If they want information about their condition to be shared, consent must be explicit. You should discuss with them who will be told and by whom, as well as the information they do or don’t want shared with colleagues.

In the UK, employers have a legal duty to make a suitable and sufficient assessment of the workplace risks to the health and safety of their employees. This includes making adjustments for women who are experiencing menopausal symptoms. It will also help ensure menopause symptoms are not being exacerbated by their job. 

Risk assessments should consider the specific needs of menopausal women and ensure that the working environment will not make their symptoms worse. Often, making simple changes to the working environment can help to alleviate the impact of some symptoms. A risk assessment should look at issues such as:  

• temperature and ventilation  

• the materials used in any uniform or corporate clothing  

• access to toilet facilities and access to cold water.  

The Health and Safety Executive offers tools and templates for carrying out risk assessments, including how to control risks.

Simple changes to someone’s role or working environment can help ensure the menopause does not become a barrier to performance.  

Certain aspects of a job or the workplace can represent a barrier for someone experiencing menopausal symptoms. As a manager, you have a responsibility to consider and put in place reasonable adjustments to alleviate or remove these barriers wherever possible, so that women experiencing symptoms can carry on performing in their role.

Start by having a confidential, two-way conversation with the individual concerned, to identify the specific issues that person is experiencing. Consider involving relevant experts where appropriate, such as an occupational health practitioner, to help identify appropriate adjustments that could be put in place to ease the impact of their symptoms on their work. Record any specific needs (and agreed adjustments) and review these at least annually. Symptoms of the menopause can fluctuate over time, so make sure you have regular discussions with the person concerned to ensure that the support still meets their needs.  

Adjustments should always be tailored to an individual’s specific needs.

Adjustments can be physical, such as providing a fan, but they can also involve changes such as offering a more flexible working arrangement. The menopause affects people in different ways, but there are some practical steps you can take to make adjustments to support women experiencing the menopause at work and help to minimise some of the most common symptoms. 

Other examples of adjustments include:  

• Provide private areas for women to rest, recover or make a telephone call to access personal or professional support.  

• Ensure working time arrangements are flexible enough to meet the needs of menopausal women. For example, they may need more breaks during the day, or may need to leave work suddenly if their symptoms become severe. 

• Facilitate a comfortable working environment wherever possible – including adequate drinking water supplies, temperature-controlled areas, and access to toilets and showers or washing facilities.  

Remember that menopause symptoms can fluctuate, so take a flexible approach and check in regularly with the individual. 

This relates closely to the behaviour area Building and sustaining relationships. Exercise 5 offers advice on how to develop these behaviours. Involving relevant experts relates to the ‘seeking appropriate support’ aspect of the behaviour area Handling conflict and people management issues. Exercise 3 offers advice on how to develop these behaviours. 

If someone’s performance is suffering, it’s important to help them address the root cause. In some cases, menopausal symptoms can be so serious that they affect performance at work. In this situation, it’s in everyone’s interest (yours, your employer’s and the employee’s) to discuss potential adjustments that could help the individual perform to their full potential. Where there are suspected or known health issues, these should be explored, prior to any formal processes for underperformance.

Performance management should not just be a one-off annual appraisal meeting. It is most effective when it’s proactive, informal and based on regular and constructive feedback and discussion. This helps to build trust-based relationships and two-way dialogue, making it easier to address any underlying health issues. If you don’t address the root causes of poor performance, any solutions are unlikely to fully resolve the issue – and problems can spiral into sickness absence.

• Have regular, informal catch-ups.  

• Approach performance conversations supportively and positively.  

• Take any health issues fully into account where there is underperformance on the part of an individual.

• Identify any extra support or coaching the person may benefit from.  

• Set reasonable timescales for improvements.

Check out the CIPD’s resources on performance management for more information. 

NHS guidance on menopause

Bupa Women’s Health Hub: Menopause support

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

British Menopause Society

Daisy Network (support for premature menopause)

Faculty of Occupational Medicine

Henpicked, Menopause in the Workplace

Menopause Matters

Menopause Support