Organisations are developing policies, running awareness campaigns and reviewing how they support employees experiencing menopause, but something is missing.
Information alone cannot transform the support employees receive or how comfortable they feel accessing it. So, what does psychological safety look like when it comes to menopause?
In this article, I’ll explore how the two are connected, why they shouldn’t be treated as separate challenges and the practical steps employers can take to understand whether psychological safety is part of their approach to menopause support.
1. Having support available doesn’t mean people feel comfortable asking for it
An organisation might have a menopause policy, resources and awareness campaigns, yet employees may still worry about being judged, dismissed or treated differently if they speak up.
This can be hard for employers to understand because surely they’re doing everything they can to support an employee?
For example, an employee might know that flexible working is available but worry that asking to adjust their hours will make their manager question their commitment. Another might struggle with concentration but avoid mentioning it because they fear being seen as less capable.
The UK Government's 2024-25 worker survey found that 82% of respondents who had experienced menopause or perimenopause symptoms said these had affected their ability to work.
Practical takeaway: Don't assume that having a policy means employees feel comfortable using it. Ask whether they know what support is available and what might prevent them from accessing it.
How we can help: At Minds That Work, we help organisations look beyond policies to understand how workplace culture and psychological safety influence employees' experiences.
2. The response matters as much as the conversation
Research from the Workforce Institute at UKG found that 69% of employees surveyed said their manager had an impact on their mental health comparable to that of their spouse or partner.
Managers play a significant role in workplace wellbeing, psychological safety and the menopause conversation; every interaction carries an invisible weight and responsibility.
A manager's reaction can influence whether someone feels comfortable raising concerns again. Even when the intention is to help, the wrong response can leave an employee feeling dismissed.
For example, responding with “Everyone feels tired sometimes” can minimise someone's experience. Jumping straight to “Have you tried going to bed earlier?” offers a solution before understanding the problem.
A more supportive response might be: “Thank you for telling me. Would you like to talk about what's been difficult and what might help at work?”
The difference isn't about having the perfect answer, it's about showing that the employee's concerns will be taken seriously.
Practical takeaway: Encourage managers to pause, listen and ask what support would help before jumping to solutions. Training can help them feel more confident navigating sensitive conversations.
How we can help: Our menopause manager training helps build the confidence and skills needed to respond sensitively, handle difficult conversations and support employees appropriately.
3. Why policies and awareness campaigns have their limits
Awareness campaigns can help employees understand menopause, while policies explain what support is available, but there’s a limit.
Imagine an organisation that runs an annual menopause awareness session but leaves managers unsure how to respond when an employee asks for an adjustment. Or a policy that promises flexibility, while employees hear colleagues criticised for leaving early or changing their working patterns.
These everyday experiences can send a stronger message than the policy or awareness week itself.
Practical takeaway: Look at whether workplace behaviours and communications match your written commitments. Are managers encouraging people to ask for help, or are everyday comments and assumptions making that harder?
How we can help: We work with organisations to develop the leadership behaviours, psychological safety and workplace practices through our accredited training to support meaningful culture change.
4. What does a psychologically safe workplace look like in practice?
Psychological safety isn't just about mental health first aid training, encouraging people to speak up or reassuring them that they're not alone. In fact, a lot of it comes down to what happens when people do come forward and ask for support.
Consider an employee who asks for adjustments because their symptoms are affecting their concentration. A supportive workplace would allow them to explain what they need, discuss realistic options and understand what happens next.
That doesn't mean every request can automatically be agreed to. It means the employee is treated respectfully, the conversation is handled appropriately and decisions are explained.
The same principle applies when an employee doesn't feel ready to discuss menopause directly. Managers can still ask open questions about workload and wellbeing without pressuring anyone to disclose personal information.
Practical takeaway: Make support routes clear, explain how requests will be handled and involve employees in finding workable solutions rather than assuming what they need.
How we can help: At Minds That Work, we help organisations understand how individual behaviours and wider workplace practices contribute to culture, then identify practical opportunities for improvement.
5. Four questions employers should be asking
It's easy to measure what an organisation has delivered: the number of people who attended training, whether a policy has been published or how many resources have been shared.
It's harder, but more revealing, to understand how employees experience that support.
Ask yourself:
Do employees know what support is available? Could they find the policy and understand how to request an adjustment?
Would someone feel comfortable raising a concern? What might happen if an employee told their manager they were struggling?
Do managers know how to respond? Would they feel confident having a sensitive conversation without minimising the employee's experience or making assumptions?
How do we know our approach is helping? Do we gather feedback, review barriers and make changes when something isn't working?
Practical takeaway: Use these questions with HR, managers and employees to identify gaps. Don't rely on training attendance or the existence of a policy as the only measures of success.
How we can help: We support organisations through manager training and wider workplace mental wellbeing and culture initiatives, helping them identify where change is needed and build the skills to make it happen.
Bringing psychological safety into menopause support in 2027
Menopause support is about more than having the right policy in place. It's also about what happens when someone asks for help, how managers respond and whether employees trust that their concerns will be taken seriously but not held against them.
At Minds That Work, we help organisations develop the skills, behaviours and workplace cultures that support mental wellbeing throughout menopause.
If you're reviewing your menopause support or preparing your Menopause Action Plan, get in touch to explore how manager training and culture change can help turn good intentions into meaningful action.