Menopause has long remained a workplace taboo, a subject many find hard to talk about openly, yet it profoundly impacts countless women and their careers.

May Leng Kwok, Head of Market Development - Global at the Chartered Institute of Personnel and Development (CIPD), believes it’s time we break the silence and treat menopause not as a private matter but as a workplace issue that companies can and should address.

In this exclusive interview with People Matters Global, May underscores the human cost of ignoring menopause at work – from reduced confidence and productivity to the alarming number of women who consider leaving their jobs due to a lack of support.

The workplace leader highlights how a more supportive culture starts with education, policy, and conversation – empowering employees to perform at their best, while strengthening loyalty and retention across the workforce.

For May, menopause isn’t a weakness or a distraction; it’s a normal, universal experience that workplaces need to account for. 

Why do you think menopause has remained such a taboo subject in the workplace for so long – and what is the cost of that silence, both for individuals and for organisations?

Menopause remains taboo largely due to cultural stigma and the personal nature of symptoms like hot flushes, mood changes, and irregular periods. Many employees feel embarrassed or worried about discussing these issues, especially if their managers or colleagues lack awareness or are of a different gender or age group. This silence means menopausal women often face their challenges alone, which can harm their confidence, wellbeing, and work performance.

Our Chartered Institute of Personnel and Development (CIPD) research shows that up to 59% of women experiencing menopause report negative impacts at work, and nearly a third (30%) have had to miss work due to symptoms. Alarmingly, 17% considered leaving their job and 6% actually did because of the lack of workplace support. Another 2025 study by the National University of Singapore and HeyVenus also found that only around 30% of companies in APAC had any menopause policy in place. This lack of action not only risks talent loss, but also undermines inclusion and productivity. Normalising the conversation is the first step toward a healthier, more supportive workplace for all.

You’ve been vocal about the need to normalise menopause conversations at work. What does a supportive and inclusive workplace look like for menopausal employees in practice?

A supportive and inclusive workplace can be built by following a four-step process. Firstly, open conversation around menopause is essential. This means raising awareness, creating a culture where employees feel safe discussing their experiences, and involving all genders in the dialogue to reduce stigma.

Secondly, organisations should establish structured support frameworks. These might include dedicated policies, practical guidance, access to occupational health advice, and tools to help employees and managers navigate menopause-related challenges.

Thirdly, menopause should be recognised in existing health and absence policies. Employers can offer flexible leave and reasonable adjustments, just as they would for other health conditions, to help employees manage their symptoms while continuing to thrive at work.

Finally, managers need the right training to handle sensitive conversations with empathy, confidentiality, and consistency. This should be supported by practical workplace adjustments such as flexible working hours, access to cool and quiet spaces, proper ventilation, nearby washrooms, and flexibility in uniform choices – that help employees manage symptoms comfortably. Raising awareness among male colleagues, particularly in male-dominated industries, can also contribute to a more inclusive and understanding environment.

When these elements come together, they create a workplace where menopausal employees feel supported, valued, and empowered to perform at their best.

Many managers may want to help but are unsure how to approach such a personal topic. What small but meaningful steps can managers take to show support without overstepping?

Managers can start by opening the door gently, mentioning that health needs can change over time and invite the employee to talk if and when they feel comfortable. The goal is to show support, not to pry.

We also recommend teams to remain observant. If someone seems stressed or distracted, check in privately and listen without judgment. Simple, practical adjustments like offering a fan, flexible breaks, or remote work options, can make a big difference.

What’s key though is to always respect privacy. Let the employee guide the conversation and set boundaries. Acknowledge that menopause is a normal life stage and reassure them that support is available.

Managers can also point to helpful resources like HR, occupational health, or external support services. A caring, informed approach builds trust and helps employees feel valued and understood.

From a business standpoint, how does supporting menopausal employees translate into better team performance, talent retention, or even organisational culture?

Supporting menopausal employees is not only the right thing to do – it also makes strong business sense. Nearly one in six women have considered leaving their jobs due to a lack of support. By offering understanding and practical adjustments, organisations improve retention and reduce talent loss.

Support also boosts productivity and engagement. When employees feel seen and supported, they experience lower stress and better focus. Flexible working and reasonable adjustments help reduce absenteeism and presenteeism, keeping people effective at work.

Normalising menopause support signals that the organisation values wellbeing across all life stages. It strengthens inclusive culture, builds trust, and encourages open conversations, not just about menopause, but about health more broadly. This helps build stronger relationships across teams and a more resilient workforce.

Have you seen examples of companies that are leading the way on menopause inclusion? What can we learn from their approaches?

Several organisations are making menopause support a strategic priority. For example, in Asia-Pacific, Standard Chartered provides global medical coverage for menopause treatment, which extends to employees’ partners. They also offer toolkits, e-learning, and office adjustments. IPG Mediabrands, on the other hand, launched a ‘Menopause Friendly Workplace’ pilot in Australia that expanded regionally, featuring employee feedback, awareness training, and support systems.

The key lesson is that bottom-up awareness can lead to top-down change. When organisations integrate menopause into their inclusion and wellbeing strategies as a core priority rather than an afterthought, they create meaningful impact and stronger workplace cultures.

What’s your message to leaders who still see menopause as a “private matter” rather than a workplace issue worth addressing?

I understand where that view comes from, in many parts of Asia, we’ve been taught not to “make personal matters public.” But menopause isn’t just personal, it’s professional, because it affects how people feel, function, and show up at work.

When we ignore it, we don’t just avoid discomfort, we unintentionally send the message that certain struggles should be managed in silence. And that creates a culture of quiet suffering, where people feel like they have to choose between their health and their career.

This isn’t about turning every conversation into a medical discussion. It’s about creating the kind of workplace where people don’t have to pretend they’re fine when they’re not. Where leaders model empathy and compassion, and where support isn’t conditional on whether something is easy to talk about.

And here’s the business case: when we support people through life transitions, whether it’s menopause, caregiving, or mental health, we retain experience, build trust, and create loyalty. These things don’t just improve culture. They strengthen performance.

So my message is this: You don’t have to be an expert. You just have to care enough to start the conversation, and listen well when it begins. Because silence isn’t neutral. And support doesn’t have to be complicated to be powerful.