In the realm of “managers in menopause,” a global workforce shift is evident. Women now comprise 47% of workers, a substantial change in eight years. Yet, menopause at work remains hidden, a topic rarely discussed openly.

Imagine a skilled manager steering her career amid the challenges of menopause. This silent struggle affects her work and how she copes. Organizations must recognize menopause as not just personal, but a vital occupational health factor.

Stats show one-third of women advancing in their careers will battle severe menopausal symptoms. Picture daily tasks woven with hot flashes, sleep woes, and mood swings. For these strong women, work turns into a battleground, pushing some to consider stepping back. Plus, menopause often aligns with a career turning point.

Ahead emerges a narrative demanding attention. These women’s stories, hurdles, and potential loss of contributions urge action. Ahead, we delve into the link between menopause, careers, and the corporate scene. It’s a journey resonating with all—underscoring the need for dialogue, empathy, and a fresh take on navigating menopause at work.

When does menopause occur?

The menopause gracefully enters a woman’s life as a natural facet of aging, typically unfolding between the ages of 45 and 55. This harmonious transformation coincides with the gradual decline of a woman’s estrogen levels. In the United Kingdom, the average age of menopause onset is 51, symbolizing a universal passage.

Yet, a unique narrative exists for approximately 1 in 100 women who encounter the menopause prior to their 40th year. This occurrence, known as premature menopause or premature ovarian insufficiency, adds a distinctive dimension to the journey.

Beyond the realm of age, menopause can also be instigated by diverse factors such as surgical interventions (such as hysterectomy or oophorectomy), health conditions, or medical treatments (like chemotherapy). These variances in triggers cast a light on the multifaceted nature of menopause, illustrating its intricate interplay with life’s twists and turns.

Common Symptoms Unveiled

As the sun sets on menstruation, about 8 in every 10 women experience an array of additional symptoms. This transitional period, both before and after periods cease, can cast a considerable impact on daily life for certain individuals.

These symptoms include:

• Hot flushes: Swift waves of heat, often gracing the face, neck, and chest, inducing redness and sweat.
• Night sweats: Hot flushes that sneak into the night.
• Sleep disturbances: Leading to daytime fatigue and irritability.
• Cognitive challenges: Memory lapses and concentration struggles.
• Headaches: Unwelcome guests.
• Mood shifts: Dips into low mood or spikes in anxiety.
• Palpitations: Heartbeats demanding attention.
• Joint stiffness and aches: Unwanted companions.
• Muscle changes: Diminished mass.

The Organizational Lens

The menopausal symphony can resonate across the organizational landscape, with significant chords including:

• Reduced work engagement
• Dampened job satisfaction
• Lessened commitment to the organization
• Heightened absenteeism
• Growing desire to exit the workforce

The harmonics of menopause symptoms may also orchestrate a nuanced impact on:

• Time management
• Emotional resilience
• Task completion efficacy
• Productivity levels

This symphony of change showcases how menopause casts its resonance beyond the individual, echoing through the fabric of organizations and society at large.

The support of managers in menopause

Nurturing employees during the menopause journey is paramount. Employers must stand by their staff through every phase. Initiating timely and ongoing dialogues enables a profound understanding of their needs, paving the way for effective support and protocols.

A thoughtful consideration involves assessing how the individual’s role could exacerbate menopausal symptoms—especially if:

• Extended shifts are part of the job.
• Regular restroom breaks are not feasible.
• The uniform required by the job triggers discomfort.
• The job lacks flexibility.

To ensure proactive discussions and pre-empt potential challenges, the role of managers in menopause can be to implement several measures. These steps involve engaging in early conversations with staff, cultivating solutions ahead of issues, and securing a conducive environment for all.

Drafting a policy

Certainly, crafting a dedicated menopause policy stands as a powerful means of fostering support for your staff. This policy, shared organization-wide, represents a foundational pillar. Regularly reviewed, it forms the bedrock for training provided to managers.

A menopause policy serves to enlighten everyone within the organization about:

• The nature of the menopause and its diverse effects on individuals.
• Available support mechanisms for those affected.

This policy can encompass various aspects, such as:

• Detailing the training offered to managers, supervisors, and team leaders.
• Identifying the point of contact for menopause-related inquiries.
• Illustrating the organization’s capacity to sensitively discuss and listen to the impacts of menopause.
• Expressing the organization’s commitment to supporting its diverse workforce and preventing discrimination.

However, even with a policy in place, it’s crucial for employers to be adaptable in their support approach, as each person’s experience is unique. Additionally, a comprehensive review of current health, safety, and wellbeing policies is vital to ensure they encompass menopause-related considerations. This review might extend to:

• Diversity and inclusion policies, including those related to sex, race, disability, and gender reassignment.
• Flexible working policies.
• Absence management policies.
• Sickness reporting policies.

The goal is to weave menopause considerations into the fabric of existing policies, creating a holistic framework that genuinely supports and empowers every individual within the organization.

Providing training for managers

Elevating staff-manager interactions regarding menopause effects can be transformative. This confidence can be nurtured when managers are equipped to:

• Firstly, engage in sensitive conversations.
• Secondly, extend meaningful support.
• Further, possess comprehensive knowledge of menopause and its impacts.
• In addition, be well-versed in organizational support and guidance.

The path to this lies in training all managers, supervisors, and team leaders. The objective is to ensure they comprehend:

• The legal context surrounding the menopause.
• How to initiate constructive dialogues and encourage staff to discuss menopause-related concerns.
• The varied effects of different menopause stages and types on staff.
• The spectrum of available support and workplace adjustments.
• The art of addressing menopause matters with sensitivity and equity.
• The interplay between gender identity and menopause, and its significance.

Empowering managers with this awareness has the potential to foster a culture of understanding, empathy, and adaptability, ensuring that the organization thrives on inclusivity and open dialogue.

Establishing health checks

Ensuring the well-being of every staff member, even those working remotely, is a legal obligation for employers. This responsibility mandates employers to conduct a comprehensive evaluation of both the work environment and practices, extending to both office and remote settings.

This encompasses:

• A thorough examination of health and safety risks across the workplace.
• Implementation of measures to mitigate, diminish, or ideally eliminate these risks for employees.

For those affected by menopause, these measures encompass:

• Ensuring that menopause symptoms aren’t exacerbated by workplace conditions or practices.
• Implementing adjustments to support employees in effectively managing their symptoms during their work.

Managers in menopause-focused risk assessment may involve considerations such as:

• Workplace temperature and ventilation.
• Material and fit of the organization’s uniform, if applicable, to prevent discomfort or overheating.
• Availability of suitable resting areas, like quiet rooms.
• Accessibility to restroom facilities.
• Availability of cold drinking water.
• Whether managers and supervisors are trained in health and safety matters pertaining to menopause.

Regular review of these risk assessments is crucial to maintaining a safe and healthy working environment. Above all, it’s equally important for employers to ensure that employees are aware they can voice health and safety concerns to their managers without facing any form of disadvantage or unfavourable treatment. This commitment underscores an organizational culture that prioritizes the well-being of its employees above all else.

Conclusion

In conclusion, as we mentioned, in the evolving landscape of “managers in menopause,” a transformative shift is underway. Women’s increasing representation in the workforce over the past eight years has brought attention to a long-overlooked subject: menopause at work. Therefore, this topic, often shrouded in silence, now demands a spotlight, urging open dialogue and comprehensive support systems.

The journey through menopause is not solely a personal experience but a pivotal occupational health consideration. With the average woman spending a significant portion of her life at work, it is essential for organizations to recognize and address the challenges posed by menopause. By fostering understanding, offering tailored support, and embracing fresh perspectives, workplaces can not only navigate menopause’s complexities but also cultivate an environment that values the contributions of every individual, regardless of the life stage they are navigating.

Further Reading

Amplifying the voice of employees: why and how
Strategies to empower employee decision-making: 5 tips
Discover Fresh Reads: A Summer Reading List of New and Upcoming Books
How training accreditation benefits your company