Including menopause when we talk about 'inclusion'

While menopause has only recently been included in the conversation about inclusion at work, the principles for employers and managers are the same. Speak to your workers, listen to what they need, and make adjustments where you can to give people the support they need to do their best.

Embedding inclusion

It's easy to focus on one aspect of employment when talking about inclusion – I recently spoke at a conference about inclusive recruitment in relation to menopause. But while it can be useful to focus on the detail, we need to remember to embed those approaches across the employment life cycle.

For example, it's good practice to ensure recruitment decisions are justified, rather than based on bias. But that does not automatically equate to an inclusive place to work if other decisions (such as disciplinary or pay review) are not also justified and objective.

Similarly, we'd suggest that flexibility and workplace adjustments are offered and discussed when someone new joins. But that does not mean that the box is ticked and we never need to mention them again.

Menopause – among other things that affect our working lives – is not static. It affects our lives and our work in ways that might change over time. Conversations and support should be ongoing and adapt as things change.

Proactive steps to prevent conflict

As an organisation, we're really thinking about conflict resolution – but also about the drivers of conflict, the factors that take companies and individuals down a route that can be challenging, stressful, and costly.

Our new strategy focuses on 3 ambitions:

1. Healthier employment relations – helping employers and workers build healthy relationships from the start to prevent avoidable conflict.
2. Better conflict management – supporting organisations to manage problems early and constructively.
3. Earlier dispute resolution – ensuring that when disputes do arise, they're resolved quickly and fairly, saving stress, time and cost.

We understand that not all workplace conflict can be prevented – hence the aims related to appropriately managing and effectively resolving conflict. But we do see a significant amount of conflict that could have been avoided.

Research from The Fawcett Society found that 44% of women who have been employed during the menopause said their ability to work had been affected. 10% of women had left work due to menopause symptoms, with more still reducing working hours or less likely to go for promotion.

We know that when companies and managers don't manage menopause well, it has an impact. It can impact on people's performance, absence, and mental health. And when people do not feel supported, or feel they're being disadvantaged for something outside of their control, that has an impact too. They tend to feel less engaged, less motivated, and less inclined to trust or go out of their way for their employer.

It's worth looking at menopause – and other topics of inclusion – in that bigger picture. Rather than asking whether I need to make this one small change that this one employee has requested, think about: what could the consequences be if I don't provide a supportive environment for people? What are the steps I can take – both small and large – to prevent those?

Having those early, private conversations, checking in with people, and setting the tone so people feel able to speak up and address issues at the earliest stages are simple but powerful steps anyone can take.

Going above and beyond the legal minimum

With the Employment Rights Bill on the horizon, we're sure employers will be keeping a close eye on upcoming changes to legislation. But we don't need to wait for new legislation before taking positive steps to help build healthy employment relationships.

Menopause action plans can be put in place, flexible working can be offered. There is plenty of research showing us how positive those steps can be, and plenty of support to employers who want to take those steps.

When talking to employers and managers about adjustments and support, I've often received the question 'Do we legally have to put adjustments in place?' And the answer I've usually given is that in most cases, the only person who can answer that definitively is a judge, and usually after they’ve seen significantly more evidence than you have access to. If you can make the adjustment, do. The worst case scenario is that you're doing something supportive for someone who you're not legally required to do it for – and I don't see that as a bad outcome.

For more information on how to put this into practice, read Acas advice on:

• menopause at work
• equality and wellbeing