Supporting someone during the menopause: a guide for managers and HR

Around 13 million people in the UK are peri-menopausal or postmenopausal, and the majority are currently in work. Yet, only a quarter of employees say their organisation provides any formal menopause support or policy. For many, managing menopause is something they do alone, alongside the demands of their job.

That gap in support matters. And often, the difference is made, or missed, by one person: the line manager. Not by a policy document, HR process, or annual wellbeing campaign, but by whether a manager recognises what's happening and responds with understanding and practical support. This guide is designed to help managers do exactly that, and to help organisations equip them with the confidence and tools they need.

Why the menopause conversation matters

You can have a well-written menopause policy and still see talented people walk away. The Menopause in the Workplace report found that 17% of employees experiencing menopause symptoms had considered leaving their job because of a lack of support, while 6% had already done so.

What makes the difference is rarely the policy itself. It's the moment someone realises they can speak openly about what they're experiencing without fear of judgement or career consequences.

The CIPD also found that employees who felt supported by their employer, manager and colleagues reported significantly lower levels of pressure and stress than those who felt unsupported. What matters here is that the difference was not whether people were experiencing symptoms. It was whether they felt safe discussing them and confident that support would follow.

That's why policies matter, but only as a starting point. Their real purpose is to create the conditions for conversation. And it is those conversations, handled with empathy, understanding and practical support, that make the greatest difference.

How to start the conversation

You do not need to know everything there is to know about menopause to have a conversation. You need to notice a change and ask about it without making it a performance issue.

Try:

• "You have seemed a bit worn out lately. Is there anything going on that we could help with?"
• "I want to make sure the way we work is working for you. Is there anything you would change?"
• "You do not have to tell me any detail. I just want to know if there is something I could take off you."
• "Would it help to talk to someone outside of work about it? There is a confidential line you can use."

Avoid:

• Diagnosing. "Is this your menopause?" puts them on the back foot and it may be wrong
• Making it about the work first. Opening with missed deadlines turns support into a warning
• Humour, even affectionate humour. Jokes about hot flushes can open up a path to potential tribunal claims
• Promising to keep something confidential and then discussing it with the team
• Treating one conversation as done. Symptoms change, so it’s important to check-in regularly

If someone does open up, the most useful thing you can do is not solve it. Instead, ask what would help.

Practical adjustments that make a difference

Most of what helps costs almost nothing. When employees are asked which measures help most, flexible working and control over temperature come top consistently.

• Temperature and air. A desk fan, a seat away from direct sun, a window that opens, control over the heating in their area
• Flexible hours. Sleep is often the worst affected symptom. A later start after a bad night is a small change that keeps a full day of work
• A quiet space. Somewhere to step out to for ten minutes, and permission to use it without explaining.
• Rest and comfort breaks. More frequent, without asking each time
• Uniform and PPE. Breathable fabrics, layers, a spare where practical
• Workload timing. Where possible, avoid stacking high concentration work into the hours that are hardest for them
• Meeting habits. Agendas and notes in writing help enormously when concentration and short-term memory are affected

Agree it, write it down, and put a date on when you will review it. The record matters for the person, and it matters for you. Where symptoms have a substantial and long-term effect on day-to-day activities, they can amount to a disability under the Equality Act 2010, and the question in any dispute is what you did after you were told.

Supporting someone without becoming their clinician

This is where well-meaning managers get into difficulty. The instinct to help tips into offering medical opinions, sharing personal experience at length, or taking on a level of emotional support a professional relationship cannot carry.

Notice what’s going on, ask questions and adjust what is within your control. Then point toward proper support and keep checking in.

A supportive conversation is only useful if it leads somewhere. Before raising the topic, make sure you understand what support your organisation offers and how employees can access it. That way, you can move beyond empathy and help someone take the next step.

A note on compliance

There is a compliance dimension surrounding individuals experiencing menopause. The Employment Rights Act 2025 introduces equality action plans for employers with 250 or more employees, which must include at least one action supporting employees experiencing menopause, including perimenopause and post menopause. Publication is voluntary for the 2026 to 2027 reporting year and mandatory from spring 2027, subject to secondary legislation. Manager training and documented adjustments are exactly the kind of evidence those plans need.

How Wisdom Wellbeing supports your people through menopause

Wisdom Super Care includes dedicated Menopause Care, an expert menopause support line, and self guided menopause CBT delivered by Rightsteps. It covers managing hot flushes, night sweats, low mood and sleep problems, practical strategies for anxiety and depression, and reframing the negative thinking that makes symptoms harder to carry.

Crucially, your employee can reach our services directly. For individuals who may not feel comfortable raising their concerns at work, our avenue of confidential support can make all the difference. For your managers, our HR and management advice line is there before the difficult conversation, alongside 24/7 counselling for your whole team, 365 days a year.

Frequently asked questions about supporting individuals with menopause

How do I ask an employee about menopause without offending them?

Do not name it. Notice a change and ask openly whether anything is going on that you could help with, then let them decide what to share. Make sure they leave the conversation knowing where confidential support sits.

What if they do not want to talk to me about it?

Do not push. Make sure they know what support exists outside the reporting line, such as a dedicated menopause support line, and leave the door open.

What adjustments should I offer?

Start with temperature control, flexible hours, access to a quiet space, more frequent breaks, uniform flexibility and workload timing. Then ask them, because what helps varies significantly between individuals.

Should HR be involved in every conversation?

No. Most are best handled by the line manager. Involve HR where adjustments need formalising, where the situation may engage the Equality Act, or where the manager wants advice before proceeding.

Can menopause be a disability?

Where symptoms have a substantial and long term effect on someone's ability to carry out day to day activities, they may amount to a disability under the Equality Act 2010, bringing a duty to make reasonable adjustments. Sex and age discrimination protections can also apply.

Do we need a menopause policy if we are a small business?

At the time of writing, there is no legal duty below 250 employees, but it is still worth having something short and clear. It tells people support exists, which is the single biggest gap in most organisations.