I recently joined June Hogan from Wildwood Coaching on the Redundancy Matters podcast to explore a topic that is becoming increasingly relevant for organisations.

Redundancy and restructuring are already complex, high-pressure processes. When you layer in perimenopause and menopause, the impact on confidence, performance and wellbeing can be significant and is often misunderstood.

June has written a powerful summary of our conversation, which I am sharing here because this is an area organisations can no longer afford to overlook.

Redundancy is something many of us will experience at some point in our careers, and it is becoming increasingly common. At the same time, women are staying in the workforce longer than ever before.

In the UK alone, there are millions of women aged 40 and over in employment. The majority of these women will be either perimenopausal or postmenopausal.

This means organisations are increasingly managing redundancy and restructuring processes that directly affect women going through a significant life transition, often without fully understanding the impact.

Menopause can affect energy levels, confidence, memory and overall wellbeing. When combined with the stress and uncertainty of redundancy, the effect can be overwhelming. This is why awareness and support are not just helpful, they are essential.

Start with listening and culture

There are many organisations doing fantastic work in this space, but there are still thousands where menopause is not acknowledged at all.

The first step is simple. Start listening.

Listen to the women in your organisation. Listen to the signals. Even listen to the men, who are often supporting someone experiencing menopause at home. This is not a women’s issue. It is a workplace issue.

Creating a culture where people feel safe to talk about personal challenges is fundamental. Without that foundation, policies and initiatives will struggle to land in a meaningful way.

Once that culture of openness is in place, organisations can begin to introduce more structured support, including awareness sessions, manager training, clear policies, and menopause champions.

The role of line managers: noticing the subtle changes

When it comes to redundancy or restructuring, line managers play a crucial role.

Often, the signs are not obvious.

A woman who was previously confident in meetings may become quieter. Someone highly organised may start to appear more distracted or forgetful. There may be changes in punctuality, energy levels, or overall engagement.

These shifts can be subtle. Many women will also work hard to mask them, particularly if redundancy is a possibility. The pressure to appear unchanged can increase stress and, in turn, intensify symptoms.

This is why strong relationships matter. Managers who know their people well are far more likely to notice when something is not quite right.

How to open the conversation without getting it wrong

This is where many managers feel unsure.

The key is not to make assumptions or jump straight to menopause as the cause. Instead, focus on creating space through open, supportive questions.

For example:

• “I have noticed you do not seem quite yourself lately. Is there anything you need from me?”

• “Is there anything I can do to support you right now?”

These kinds of questions create an opportunity for conversation without pressure or judgement.

It is also important to recognise that not every woman will want to talk about menopause directly. Some may prefer to speak with HR or another trusted colleague. That choice should always be respected.

And crucially, these conversations should be part of a broader approach. Asking these questions of everyone, not just women, helps avoid anyone feeling singled out while still creating space for support.

Understanding the impact on performance

One of the key risks during redundancy processes is that changes in performance are misinterpreted.

Menopause is not just about physical symptoms such as hot flushes. Many women experience psychological symptoms, including anxiety, loss of confidence and brain fog.

This can affect memory, communication and concentration. A previously high-performing employee may suddenly appear less confident or less organised.

Without awareness, these changes may be misunderstood, particularly if performance is being used as part of redundancy selection criteria where decisions carry significant consequences.

Looking beyond the surface is essential.

Practical ways to support women at work

There are many simple, practical steps organisations can take that do not require a significant budget.

For example:

• Ensuring toilets are well stocked with essentials such as sanitary products

• Providing access to spare clothing or small practical items for comfort

• Improving ventilation and temperature control in the workplace

• Offering flexible working arrangements where possible

• Creating access to one-to-one support or guidance

These small adjustments can make a meaningful difference to how supported someone feels day to day.

Flexibility, in particular, can have a significant impact. Adjusting start times, offering hybrid working, or simply allowing space on more challenging days can help women continue to perform at their best.

The role of HR: creating psychological safety

HR teams are in a unique position to lead this work.

By modelling openness and normalising conversations around menopause, HR can help create a culture where women feel safe to speak up.

Even small steps can create momentum:

• Sharing resources

• Starting conversations

• Introducing awareness sessions

• Signposting to available support

In the context of redundancy, this becomes even more important. When women feel supported and able to communicate what they need, organisations are better placed to make reasonable adjustments and ensure fair, inclusive processes.

A growing risk organisations cannot ignore

There is also a legal and reputational dimension to consider.

Cases related to menopause and workplace treatment are increasing, with more women bringing claims linked to age, sex and disability discrimination.

This highlights the importance of getting this right. Not just from a compliance perspective, but from a human one.

Women are not asking for special treatment. They are asking to be heard, understood and supported.

A final thought

If there is one takeaway, it is this.

You do not need a large budget to make a meaningful difference.

Awareness can start with a conversation. Support can begin with small, practical changes. Impact builds from there.

By creating a culture of openness, supporting managers to have better conversations, and recognising the realities of perimenopause and menopause, organisations can ensure that women are not left navigating both a significant life transition and career uncertainty alone.

If you would like to explore this topic further, you can listen to the full conversation on the Redundancy Matters podcast with June Hogan.

You can find more about June’s work at Wildwood Coaching.

Where to start

If your organisation is currently navigating redundancy, restructure, or wider workforce change, this is an area that requires more than awareness.

It requires understanding, structure and the right support in place.

You can start with my Menopause Workplace Readiness Review to assess how prepared your organisation is to support women through this stage.

Or, if you are ready to take a more strategic approach, we can explore how menopause support can be embedded into your organisation in a way that protects performance, retention and leadership capability.