The menopause is everywhere - shocking I know. How can a naturally occurring process that affects 50% of the population only just be making headlines? Employment tribunals, the distressing case of Nicola Bulley, and women’s increasing contributions to the UK economy have illuminated challenges faced by menopausal women, and my master's dissertation* focused on the challenges organisations are facing to provide homogeneous support for a distinctly heterogeneous experience.
Previous research findings have evidenced self-reported negative effects and outcomes of varied physical and psychological symptoms on women's job performance, including lower productivity, sickness absence, and impaired job satisfaction. Fear of stigma, stereotypes, and taboos have been highlighted as reasons for women choosing not to speak up to their line managers, who hold a position of influence and support in the workplace.
Let's be clear; attitudes are complex phenomena. They continue to be studied extensively and are subject to influence from internal cognitive influences and external factors such as cultural, environmental, and situational effects. Beyond the critical need to better understand women's experiences, determining line-manager attitudes towards menopause may help organisations to tailor their messaging to ensure the increased effectiveness of interventions, and influence change in support of working women and their line-managers.
The research was extensive and produced a deeply academic report with several key findings. To keep things relevant, let's take a look at some of the best practices shared regarding the prevalent topic of how to ensure appropriate training, education and policy exists within white-collar organisations.
Key Themes:
The criticality of menopause training and education was highlighted to raise awareness and improve confidence in the workplace.
Women affected by menopause shared the often bewildering, frustrating, and reactive nature of their educational journeys, emphasising the need for earlier interventions to improve social and individual awareness.
Whilst organisational approaches differed, there was general agreement on the importance of businesses offering training to all staff.
Evidenced Insights:
POLICY: The creation of an inclusive menopause policy for staff integrated within existing HR programs was seen as a default for modern organisations. Messaging should target different demographics for increased relevance, direction, and guidance (employees – general; employees – menopausal women; employees – managers/leaders; employees - HR). Employees should be educated on menopause transition and symptoms including potential impact at work and how to engage in sensitive conversations. Promotion should be visible, proactive, and reinforced.
NEW HIRE TRAINING: The inclusion of menopause awareness in new hire training was suggested to ensure organisations are proactive in the promotion of efforts to educate employees early and increase awareness. This may also support employee recruitment and the success of diversity initiatives.
MESSAGING: Targeted messaging can increase personal relevance. Surveying and engaging employees to understand their current levels of knowledge and anticipated needs may help ensure alignment with individual roles and manage assumptions about relevance. This is particularly important when educating younger employees, for whom menopause may not be a current consideration or experience.
MANAGERS: Dedicated mandatory manager training for menopause that incorporates lived experience and male and female perspectives was considered essential. Even companies offering menopause training indicated challenges with take-up and attendance, hence ensuring training is relevant, targets individual values, and includes lived male and female experiences may improve engagement.
COMMUNITY: Introducing social and community-based events where employees can meet and discuss issues important to them can aid social cohesion. Managers might consider attending based on personal motivation to share their challenges or stories to encourage a more human level of dialogue versus a professional obligation to attend.
BENEFITS: Efforts to include a level of menopause cover or medical support within benefits programs have been championed. Many policies fail to cover menopause, and companies may find that offering additional financial support or options for employees to visit private menopause clinics might help menopausal women. It also promotes inclusive values for businesses seeking to retain and attract female talent.
Let's be real about it - women should feel comfortable discussing their menopause experiences at work if they choose. Increased awareness of menopause and its effects might support social cohesion by reducing the negative influence of stigma, taboos, and stereotypes and provide a sorely needed education for all employees. By embodying values native to “good humans” instead of functionally “good managers”, organisations can support employee well-being during the menopause transition, and in any other area that affects individuals of all genders.
* Research findings were driven by responses to a specific research question and should be considered in light of the strengths and limitations of the study parameters.
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