The menopause was once a topic that was rarely discussed. Today, that is no longer the case, with many sectors creating strategies to properly and appropriately support women. During October, Menopause Awareness Month councils can reflect on how they can help people as they go through this transitional time in their lives.

Women make up almost 70% of the local government workforce, three-quarters of whom are in the 40-64 age bracket. Worryingly, statistics show that 900,000 women have quit their jobs because of the menopause. When talented, experienced women leave the workforce, they take decades of irreplaceable knowledge with them. Losing these significant and important members of the workforce costs councils and other employers not only experience, but also valuable mentors for younger staff.

Fortunately, we are now starting to see a cultural shift across the industry, with positive moves to address this challenge. The civil service has signed the Menopause Pledge and announced that its position is “committing to recognise the impact of menopause and actively support women who are affected”. The Local Government Association has also released its own guide on how councils can become “menopause-friendly employers”. These are great first steps in raising awareness and shattering taboos, but more is needed to support women.

Wellbeing and the menopause

The lack of support for people transitioning through the menopause is part of a wider issue: workplace wellbeing. GoodShape’s statistics show that the average amount of time people take off from work each year has increased by 51% in the last five years, from around four days in 2017 to just over six days in 2021.

The current approach to wellbeing at work is broken. Local government initiatives which focus on improving wellbeing are typically held back by an inability to measure the true impact using a data-driven scientific approach. Councils must understand what adversely affects staff wellbeing and address the root causes of absence, rather than just treating the symptoms. Data is the key to improving wellbeing and can also hugely help support people going through the menopause. Simply put, if you can understand what your workforce needs, you can create policies to support them and measure their success.

Many organisations over the years have paid lip service to the notion of wellbeing without really understanding the issues facing their employees. Put crudely, dress down Friday is nice to have, but it isn’t going to help someone with poor mental health. Wellbeing means more than just setting policies and hoping for the best. Being able to really improve wellbeing means making an effort to understand the root causes of absence and ill health. This is rooted in data and metrics which can provide reliable insight and inform staffing decisions. When a problem is measured, it is easier to solve.

The solution is not simply to rely on staff surveillance to gather data which can measure wellbeing; a holistic, science-based approach to wellbeing and productivity is also needed. Deploying an evidence-based platform and clinically-led approach to solving the employee wellbeing crisis gives senior leadership the data they need to make workforce planning decisions. They can also intervene promptly if they see an employee who is struggling; this might be evidenced by a pattern in absences, and early intervention can be a significant factor in recovery and a safe return to work. Wellbeing data works on a macro level, but also on a personal level; if someone is having difficulties as they go through the menopause, leaders are equipped to offer the support needed to help the individual. Critically, this will also help retain these valuable contributors to the workforce.

Talking about the menopause

Education and communication are also of vital importance. Managers will only be equipped to help people going through the menopause if they understand it. A good level of understanding will also help foster a working environment in which employees feel comfortable talking about their symptoms, discussing how they are feeling and asking for support. Currently, there is not enough knowledge of the menopause and how it might be impacting the workforce. Symptoms include anxiety, forgetfulness, brain fog, and even heart palpitations. The symptoms can be debilitating and build up over time, leading to a collapse of confidence for workers who until then had felt capable and proficient in their role. When colleagues have a better understanding of the physical and psychological impact of the menopause, they are in a better position to empathise with colleagues and support them. There are also practical steps that can help, such as giving access to flexible working options and regular one-on-one check-ins to reassure staff.

That said, it is not fair to expect untrained staff to support peers going through the menopause. This job requires the attention of highly skilled professionals who are able to both help individuals and set up robust processes to help an organisation’s workforce in the long term. The job of improving wellbeing and addressing the challenge of the menopause is best performed by external agencies with the expertise and knowledge to enact positive change. Not to overlook that many sufferers might also be more comfortable speaking to an independent person rather than a line manager.

Anyone going through the menopause should never feel ashamed to ask for help. If local government is serious about supporting women, transgender and non-binary people going through the menopause, they should look to work with partners who have the ability to really make a difference to workplace wellbeing.

Suzanne Marshall is head of clinical strategy at Goodshape