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      Small Steps with Big Outcomes — Supporting Parents in the Workplace

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      From sleep deprivation to financial cost, parenthood certainly comes with an emotional and physical toll. Although this opener sounds negative, it is important to recognize the difficulties accompanying being a parent alongside the overwhelmingly positive experiences.
      This can’t be overlooked in the workplace after parenthood, where often there is renewed vigor over a return to work. However, expectations and realities can sometimes be harsh between both the worker and manager.
      Research from SkillsNow surveying 500 working moms offers us vital insight into working during and after parenthood. One in six working moms (60%) say they have more patience and empathy in the workplace, after becoming a parent. In fact, many moms actually feel their performance and job satisfaction at work have increased – but only if they were given the right working conditions.
      Unfortunately, almost half of working moms (43%) feel they have experienced discrimination in the workplace, after becoming a parent. Whilst 39% say they are not being offered the skills development they need to progress.
      Considering this, businesses must introduce provisions to support new parents in the workplace, ensuring both parties are satisfied and ultimately benefiting from the outlook parents can bring.
      Ensuring development
      With two out of three women wanting more training and development following their parental leave, it is clear that further provision is required to suit these needs. In fact, many are simply not being offered the necessary training. Any desire to learn and progress from returning workers should be met with similar positivity from managers, particularly given how fast developments occur in the workplace and previous methods become outdated.
      Training should be viewed as a necessity rather than a luxury. To ensure parents feel valued, flexible means of training including VR and digital options must be provided, only then can inclusive development schemes be created for those who wish to progress beyond their current position.
      Combatting workplace discrimination
      Nearly half of all working moms (43%) feel they have experienced discrimination in the workplace, after becoming a parent. This combined with 37% of women reporting a mental health condition diagnosis after parenthood, creates a significant problem to address. Both are damning statistics considering the percentage size and the extremity of discrimination, therefore action must be taken to combat this.
      One means to do so is to raise awareness of the needs and the value of working moms within the workplace, offering various support options to help each employee.
      Making use of productivity
      With six in ten moms (60%) believing they have more patience and empathy in the workplace after becoming a parent, many moms actually feel their performance and job satisfaction at work can increase – but only given the right working conditions. Any improvement in outlook and productivity is significant for your business and a very helpful means by which to achieve goals ahead of schedule and increase workforce morale. Therefore it is also necessary to acknowledge these increases by showing your appreciation; small shifts in ways of working can mean a lot when utilized in the right manner or context.
      Discussing and providing flexible working hours is now commonplace, and shows support and willingness from your business – particularly in adapting to the needs of new moms. Showing flexibility around office hours is a great start but furthering this thinking would be possible through introducing a benefits package, offering subsidies on childcare and healthcare provision; alleviating more potential financial or care issues.
      It is apparent that parenthood can enable parents, in particular working moms, to add more perceived value to their work, revolutionizing their approach and ensuring productivity. However, discrimination and mental health issues arising from parenthood remain a threat in damaging their relationship with the workplace. As a result, the provision of flexible working hours, adequate continuous professional development opportunities, and other schemes can enable parents to feel adequately supported as they navigate the most significant months and years of their lives.
      By Kat Jackman, CMO of SkillsNow.
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      How Can Job Seekers Make Themselves More Attractive to Recruiters?

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      Just as the labor market changes quickly and unexpectedly, so too does the recruiting industry. As the workforce rebounds from COVID-19 and unemployment rates continue to drop, job seekers have more options from which to choose, making hiring increasingly difficult for employers, and sourcing top talent more challenging for recruiters.
      Though job seekers may have more options than in the past two years, this doesn’t mean they will all be viable. The Great Resignation has made qualified candidates a rare commodity, making it even more important for both active and passive job seekers to showcase themselves in ways that make them attractive to recruiters when their skills are a match for open positions. Let’s look at some areas job seekers should focus on in order to ensure they appear on recruiters’ radars.
      Prioritize Personal Brand
      A strong personal brand is always an asset to a job search, and for some jobs, it’s essential. Recruiters want to see that candidates maintain a professional online persona. While most job seekers know to optimize their LinkedIn page for their search, if their other social media pages are filled with self-indulgent photos or negative or offensive content, this could be a red flag for recruiters who may be hesitant to submit such candidates to their clients. Similarly, it could be a turn-off to employers who may feel such online behavior shows immaturity or irresponsibility and doesn’t match their values. Despite the common belief that everyone should be free to express themselves, particularly on non-business-related sites like Facebook and Instagram, job seekers should take extra care to send a message of professionalism across all social media platforms.
      Focus Efforts
      It’s not uncommon for recruiters to receive dozens, if not hundreds, of applications for each of their open positions. Job seekers should be sure to only target those positions for which they’re qualified, and not inundate recruiters or employers with resumes for any and all positions to try to gain their attention. This approach may attract the wrong kind of attention, causing the candidate’s name to be remembered for always being unqualified. Instead, job seekers should focus on positions that relate to their skills and experience, and customize their resume for each position they apply to by including relevant keywords from the job description and supporting numbers and accomplishments. Also, candidates who don’t hear back from recruiters after applying should limit their follow-up to one time to avoid coming across as too persistent or aggressive.
      Demonstrate Knowledge
      Job seekers who use their spare time to share news, information, and knowledge with their networks will automatically have an edge over their competition. As recruiters scour the internet and resume databases for top talent, the more choices there are, the more they look for something in candidates’ profiles that makes them stand out. Those who write blogs, share articles, are active in LinkedIn groups, or network and interact with others in the industry make a far better impression than those who only appear interested in having fun online. While not all online activity has to be work-related, job seekers should try to maintain a healthy balance in order to send the right message to recruiters and potential employers.
      Stay Up to Date
      Few things are as frustrating to a recruiter as an interested candidate who has neglected to update his or her contact info. Depending upon whether there are ample qualified candidates to choose from, recruiters will either take time out of their busy schedule to source the candidate’s contact info online or just move on to the next qualified individual. Passive candidates with rare and in-demand skill sets may be indifferent to losing out on an opportunity or creating extra work for recruiters. But for job seekers with a greater sense of urgency, should ensure their contact info is updated and they are easily reachable and quick to respond.
      Continue Learning
      One sure way job seekers can endear themselves to recruiters and prospective employers is through a record of continuous learning. In addition to hiring for education, skills, and experience, most employers also want to hire candidates who are always looking to acquire knowledge. This may be more difficult for those currently employed in a demanding field. However, for job seekers needing to break up the monotony of a full-time search, taking a class or working toward a certification could give them an edge when competing with a number of other qualified candidates.
      Volunteer
      Regardless of industry, every recruiter and employer looks favorably upon volunteerism. During the hiring process, recruiters often take note of what candidates do in their spare time in order to determine how they may fit with a company’s culture. Those who donate their time to charitable causes while listing their volunteer activities on their resume or sharing them on social media show recruiters that they share values with employers committed to community involvement and that they’re interested in helping others and working for something greater than just a paycheck.
      The recruiting industry is constantly evolving. As decreasing unemployment rates have made sourcing top talent more difficult, applicant tracking systems, big data, and artificial intelligence have attempted to streamline talent identification, while also causing recruiters’ roles to change in the hiring process. In response, job seekers must ensure they remain adaptable as well. Though knowledge and experience will always be in demand, candidates must focus on those skills and attributes that will make them stand out among others with similar backgrounds, and how to showcase these to recruiters. Regardless of changes to the job market or recruiting technology, job seekers who do this will have the greatest success transitioning into the workforce.
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      5 Tips to Remote Cross-Border Hiring Post-Brexit

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      The last three years will go down in history as some of the most unusual and unexpected years in recent times. The exit of the United Kingdom from the European Union and an unforeseen global pandemic has undoubtedly shaken the recruitment landscape, but have these seismic events changed the market beyond recognition?
      What has changed?
      In a time of absolute upheaval, high-flying talent in successful tenures have held on to the permanence of their roles. We live in a time of fiercely competitive working markets as a result, particularly in the high-octane legal recruitment market. Each recent socio-political occurrence has also had a lasting impact on mobility. The restrictions on movement posed by Brexit conflict with the increased flexibility and remoteness of the working world brought about by COVID. Consistently since 2020, however, companies have had no option but to build first-class legal teams that can face and mitigate risk for these competing forces.
      How, then, do companies continue to hire the best talent despite challenging border requirements and in a way that still cultivates a connected team? The legal industry, which traditionally relies on cross-border moves, can provide a useful example of the challenges, and opportunities, of post-pandemic and post-Brexit moves. The way in which companies are navigating this landscape can provide employers with some top tips on grappling with this unique tension.
      1. Stay flexible
      Firstly, make the most of the flexibility opened up by remote working. Candidates in the Swiss life science market, the robust regulatory legal talent in Belgium, the French-speaking skills of Parisian lawyers, and tech-savvy counsel in Berlin, amongst others, have long attracted UK employers. To continue to hire such talent post-Brexit, UK headquartered companies have increasingly opted to hire a remote workforce. After all, a contemporary workforce is a remote one in a post-pandemic world. Employing the use of affiliates for the domicile of employment contracts has served as one option to facilitate foreign hiring in recent months. Not all companies have the luxury of this network, however, so what other options are there?
      2. Harness rotations and short-term placements
      The UK has set a limit of 180 days that can be spent in the UK in a given tax year. In excess of this, the individual is considered to be domiciled in the UK and is subject to UK tax regulation. Companies are availing of this to have lawyers who are based remotely spend significant time in the UK, and yearly secondments or team rotations are becoming more commonplace. The agility of such hiring strategies is an appealing tactic for employers looking to attract and retain the top talent in a post-pandemic world.
      3. Go global
      Employers should make the most of the rich diversity of an international talent pool where possible. For instance, the pedigree of UK-trained lawyers will remain coveted across different markets, despite the socio-political changes of our time. Particularly in global roles, UK-qualified candidates, experienced in a common law system, can offer input on US, Canadian and Australian matters. International and particularly American headquartered companies seeking to hire UK talent are showing increasing comfort with senior lawyers retaining a UK base so long as they are amenable to frequent travel, which often equates to as much as 50% of their role. For both employers and candidates, being prepared to look across borders could create a rich seam of opportunities.
      4. For smaller companies, it’s time to get creative
      It is unfortunate, however, that most viable options fail smaller start-up or less established organizations that do not have affiliates or sub-entities based in markets outside the UK, or who are based in geographies that do not boast a wealth of UK-qualified candidates.
      In every circumstance, but particularly for smaller companies, negating the restrictions imposed by new immigration regulations and the hiring of the right candidate (rather than the available talent) is down to a company’s ability to creatively motivate candidates to relocate.
      However, no matter what your size as a company, those with robust and inventive HR teams, who collaborate with tax and legal stakeholders to create opportunity, have thrived in their recent hiring strategies. Top talent feels valued, rewarded, and motivated when given the opportunity and when remunerated generously to relocate.
      5. Tailor your strategy to suit your employee’s needs
      When it comes to relocating no judgment can be held against individuals who are unable to move due to family or other personal reasons. Companies often find the willingness of candidates to change geography, despite political and social landscapes, to be an encouraging demonstration of commitment to the role, but other options such as weekly commuting are no longer as accessible. Employers and employees should be open to short-term rotations or a hybrid system in a more meaningful way than before.
      In short, employers looking to stay ahead in the post-Brexit European talent race should: stay flexible by leveraging the best aspects of hybrid working, look far and wide, get creative with relocation strategies, and be understanding of a candidate’s working preferences, including their location. These strategies will allow employers to reap dividends with a committed, loyal workforce. After all, “all mankind is divided into three classes: those that are immovable, those that are movable, and those that move”, as Benjamin Franklin once said.
      By Elena Bajada, Managing Director at Major, Lindsey & Africa. 
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      How Experienced Remote Workers Bring Value to New Ways of Working

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      Despite their mass roll-out during the pandemic, remote and hybrid working are not a new phenomenon for many. Some people have worked for years in remote teams spanning different continents. Others may have worked in virtual companies or may have had regular home working during the working week.
      Many parents or carers have requested remote working over the years in order to manage their caring responsibilities better, although there are a range of reasons someone may need or want to work remotely. Technology has been the big enabler for many.
      In most cases, these workers have been left to ‘make it work’. And it is often the case that they have not been asked how they have done so or been invited into discussions about how to make mass remote or hybrid working better. This is despite the fact that different ways of working can be challenging and many employers are still in the early stages of adapting to change or may still be resisting it.
      “Too often remote workers have been left to their own devices to make the best of remote working, but this one-sided approach means neither the employee nor the employer overcomes the biggest challenges or reaps the full benefits,” says Gillian Nissim, founder of WM People.
      WorkingMums and The Changing Work Company have recently collaborated on a qualitative survey of regular remote or hybrid workers, half of whom have been working that way for more than three years and a quarter for more than five years. The majority work for SMEs.
      The survey revealed some interesting findings. Over two-thirds of respondents [68%] had not been asked about their experience of working from home to help others who switched during Covid.
      There was also a distinct sense of having been sidelined as a result of working remotely. 80% said they had not been promoted since working in this way and 44% had not had access to training. Moreover, 30% had found it hard or very hard to negotiate remote working. The sense of having been sidelined was further evidenced by respondents’ feelings about missing out on information. Nearly a third felt they had missed out on crucial information and most of those who hadn’t said this was because of their own efforts to find out what was going on, rather than their employer’s. 36% felt they were not included in decision-making due to being remote.
      Two-thirds [66%] of respondents were offered resources such as laptops by their employers, but 71% said their employer did not pay for things like work-based calls. A third [33%] didn’t have access to technical support.
      Respondents were also asked what helped them when it came to isolation at home. Keeping in touch, planning social interactions outside work, and keeping to a routine were popular choices. To keep in touch one respondent had started a virtual lunch chat. Others had created Teams chats and other forums for communication.
      Asked what skills they think are needed to work remotely – something that might be useful for recruiters and HR managers – 85% said self-motivation was a vital skill; 68% said independent thinking, and 58% said resilience. 74% said they had honed these skills through remote working and 22% had developed them due to homeworking. When it came to management of remote workers, the ability to communicate was by far the most popular skill they felt managers needed.
      So it was no surprise that, when asked what would improve their situation, remote workers said better communication and appreciation of what they do. While 58% felt as valued and listened to as office-based people, the rest mostly didn’t or were unsure.
      Yet respondents felt they had developed greater skills as a result of their experience, including more discipline and a greater awareness of their own capability and resilience. Their advice to other remote workers included organizing and planning, having a structure, sticking to your working hours, and thinking about alternative forms of social interaction.
      Bridget Workman of The Changing Work Company, who has advised Government departments on flexible culture change and is a big advocate of employee engagement, said: “These workers know the pitfalls and have learned the necessary skills and tricks through their own resourcefulness and resilience.” She would like to see more employers tapping to the wealth of experience that may be sitting right under their noses.
      Mandy Garner is the Managing Editor of WM People.
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      5 Ways to Help Employees Manage the Psychological Stress of Hybrid Burnout

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      COVID-19 changed many employees’ work routines, both in positive and negative ways.
      As a result of long-term remote working, many companies are considering introducing hybrid working models, giving staff the option of combining working from home with going into the office.
      However, hybrid working could also have a significant impact on employee mental health with many reporting symptoms of ‘hybrid burnout’.
      Burnout is defined as a phenomenon ‘resulting from chronic workplace stress that has not been successfully managed.’ In 2020 it became a recognized condition by the WHO.
      Hybrid burnout is the result of juggling long hours working from home with commutes to offices, which can not only be physically exhausting but also take a considerable toll on employee stress levels.
      But what can businesses do to help employees manage the physical and mental health implications of a hybrid working environment?
      1. Recognize the signs
      Individuals in management should become aware of the signs and symptoms caused by hybrid burnout, as well as what they can do to prevent or respond to it.
      Staff may become fatigued, forgetful, and struggle to concentrate, with so much going on around them. Early on, this may make people feel worried, irritable, on edge, or tense.
      Further down the line, this anxiety – caused by juggling multiple work environments- may become so severe that it affects professionals’ ability to work productively (or at all).
      There are also potential physical symptoms to consider, like heart palpitations, shortness of breath, dizziness, and headaches.
      2. Assess company culture
      A Gallup study revealed the main causes of burnout are not the nature of the work itself, rather, how a person is treated and managed while they are working.
      Consider how different leadership approaches might impact employees. For example, behaviors like bias or unfair corporate policies can cause stress and lead to overworking, with staff feeling a need to ‘prove their worth’.
      Make certain that healthy work behaviors are modeled from the top. Help employees understand their value to the company and their contributions to the organization’s goals. Employees feel more valued, and display more motivation in the workplace if, and when, they understand their exact role in the greater purpose.
      Take a few minutes each week to update employees on company news and how your team’s actions are contributing to the company’s overall success.
      Also, make time to tell staff specifically what you value about their contributions. Try to build this into your regular routines, perhaps by starting your team meetings with shout-outs acknowledging the accomplishments of individual team members.
      3. Encourage conversations
      As well as ensuring all staff feels appreciated and comfortable in their roles, managers need to ensure they demonstrate to their teams that the business has an open, supportive and welcoming approach when staff are distressed or finding it difficult to cope.
      Employees need to feel conversations about difficulties surrounding work are both welcomed and expected.
      This requires employers to feel empowered to enable better conversations about mental health in the workplace. At Nuffield Health, we introduced Emotional Literacy training for all staff.
      92 percent of whom took the training stated they felt able to support a colleague in distress. Initiatives like this build an open community, and a common language, encouraging more people to say “I’m not OK” and ask others “Are you OK?”.
      Employees should also be signposted to any other designated people, like, mental health champions for additional support.
      4. Communicate set policies
      It’s important company policies that promote good work/life balance are widely communicated. With hybrid working, this means using multiple channels to ensure you reach all employees, whether it’s through company social media platforms, emails, or even by text alerts.
      Actively nurturing and promoting reasonable work hours, including, if necessary, encouraging employees to go home, when in the office late, or messaging them to ‘go offline’, at the end of their regular workday if you recognize a pattern of unhealthy overworking.
      Help assess workloads for those who feel pressured to remain working beyond normal business hours and let them know there is always support available and additional resources to help them manage mounting projects or multiple deadlines.
      Sometimes employees simply don’t realize these are things they are welcome to ask for.
      5. Provide professional emotional wellbeing support
      A recent Nuffield Health whitepaper revealed spending more than 2.5 days a week working away from the office can be associated with deterioration in co-worker relationships and job satisfaction.
      For those having difficulty with the balance between remote and office life, consider introducing professional wellbeing support like Employee Assistance Programmes (EAPs) and timely access to effective psychological therapy (such as Cognitive Behaviour Therapy).
      These interventions can be delivered remotely or face to face and give individuals access to a specialist who can help them understand and break unhelpful thinking patterns and “what if” thinking that may exacerbate stress and burnout in uncertain times.
      By Gosia Bowling, National Lead for Emotional Wellbeing, Nuffield Health.
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      5 Networking Mistakes Job Seekers Make

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      Regardless of the role or industry, nearly every job requires networking in some form in order to be successful. No matter how talented a business owner is or how in-demand his or her products are, a company can’t succeed without reaching the right people. This applies to a job search as well, as those who have successful careers typically have strong personal and professional networks and vice versa.
      Though networking, both face-to-face and online, has become a necessary staple of the job search process, some job seekers still seem to get it wrong. Of course, there are some whose products or services are so in demand that they will make connections regardless of their actions. But for most of us, networking takes time and effort, and understanding how valuable connections are made and why they’re necessary will improve job seekers’ chances of achieving career success. Let’s look at a few networking mistakes job seekers often make, and how they can damage their prospects.
      1. The Hard Seller
      The goal of networking should be to establish long-term, mutually beneficial relationships with individuals with similar interests. These relationships can then be leveraged when seeking employment, referrals, recommendations, advice, or mentoring. Certainly, networking requires some self-promotion; otherwise, it would be nearly impossible to determine who has similar backgrounds and interests. Unfortunately, some see networking as an opportunity to take self-promotion to the extreme, giving everyone they meet the “hard sell.” The goal of these hard sellers is to try to impress as many people as possible by talking about themselves as much as possible. This often produces the opposite of their intended results, as many are turned off by braggarts who show little interest in others.
      2. The Self-Server
      While hard sellers will network with anyone willing to listen to them talk about their favorite subject (themselves), self-servers are only willing to network with those who they believe can help advance their careers. Once they target someone, they may also prove to be hard sellers. However, if self-servers discover that the person they’re speaking with doesn’t have the professional clout they originally thought, they won’t waste another second before abruptly ending the conversation and searching for someone with the credentials necessary to further their career goals.
      3. The Poor Communicator
      Communication is the backbone of nearly every job, and it’s rare to find a successful employee with poor communication skills. Therefore, when networking with professionals who can help launch or advance one’s career, it’s imperative to demonstrate strong communication skills from the first interaction. Job seekers who use poor grammar, talk too much or too little or appear socially awkward or reluctant to answer questions about their background may raise concerns about their ability to communicate with coworkers, managers or clients once hired. While socializing may pose a challenge to introverts, it’s only the first of many hurdles they must clear during the job search process.
      4. The Bad First Impression
      As the saying goes, first impressions last, and making a bad first impression can be hard to overcome when networking with well-connected industry professionals. Whether it’s right or wrong, many people judge others on their appearance, and job seekers who attend networking events dressed sloppily or inappropriately are starting off on the wrong foot. Attire and grooming habits are often taken into account, as is the ability to give a proper handshake and personal introduction. Also, if alcohol is served, overindulging can be seen as a red flag and could easily kill potential job offers. Job seekers should always be cognizant of how they’re being perceived by those with whom they hope to form lasting professional relationships.
      5. Failure to Follow Up
      Oftentimes, those who are in a position to help others with their career or business goals are willing to meet at a later date or talk by phone, and will end their initial meeting with a simple “call me.” Job seekers should consider this a test to see if they can follow instructions and are truly worth the effort. Those who fail to follow up, who call at the wrong time, or who simply forget to call prove that their reliability is questionable, and recommending them for employment becomes a risk if they were to show similar unreliability at work. Also, sending a thank-you note to those who go out of their way to help is always a good practice, whereas failing to acknowledge their effort may appear selfish or inconsiderate.
      Networking is often the first step in the job search process; therefore, it should be treated with the same dedication and professionalism as job interviews or work functions. Also, networking should be viewed as a two-way street. Each party should be willing to help the other, and today’s job seeker may be tomorrow’s employer or mentor. Just like a successful career, networking can’t be achieved overnight but requires an investment in time. Those who approach it with a professional, friendly, selfless, and persistent attitude will eventually see positive results.
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      How Behavioral Science Can Drive a Menopause-friendly Workplace

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      Research shows nearly eight out of 10 menopausal women are in work, with many in senior leadership positions.
      However, despite the evident disruption of the transition to those at the peak of their careers – and the resulting wider workplace impact – menopause remains a largely unspoken and unsupported taboo.
      That’s why Nuffield Health is pioneering a change to the way we approach menopause in the workplace, using behavioral science and health psychology to promote inclusive and supportive environments.
      The research on menopause in the workplace
      The menopause transition is experienced differently by each individual, making it only more concerning that so many are having to manage their symptoms in silence. Understanding experiences is key in providing relevant interventions.
      For example, research shows one in four women experience serious menopause symptoms. This may include feelings of depression and anxiety and difficulty sleeping. 60 percent of women also report poor concentration and forgetfulness during the menopausal transition.
      As a result, daily tasks can become a challenge. Individuals may have difficulty focusing when reading text, lose confidence when speaking with – or in front of – others, and even miss deadlines due to impaired memory.
      Even for those who don’t experience the psychological symptoms of menopause, the workplace can still be a place to avoid. Busy and stuffy environments can exacerbate physical symptoms such as hot flushes and headaches.
      The role of behavioral science
      Research tells us that employees don’t need the workplace to ‘manage their menopause’ or their symptoms. What they want is an environment that recognizes their experiences and provides the right support to enable them to thrive and reach their full potential.
      This understanding, combined with a behavioral science approach, helps businesses do more than just understand menopausal issues – driving tangible change and creating an inclusive and supportive environment.
      Inviting external experts to run seminars or workshops, as well as running internal training sessions, helps employees in the workplace adopt helpful and positive behavioral changes and contribute to building a ‘menopause friendly’ workplace.
      This includes both menopausal individuals, who feel more confident in speaking about their difficulties, as well as non-menopausal individuals who better understand the challenges and are able to adopt more helpful behaviors to support colleagues.
      Keeping these sessions short and regular boosts engagement and buy-in, too. Busy employees find 15–45-minute sessions accessible and are more likely to retain information, while addressing these topics every few months means the organization is better able to support new starters, too.
      Evaluating the impact of these sessions by measuring attendee knowledge and attitudes helps businesses better understand how menopause is understood and experienced in the workplace, helping to plan future strategies for building healthy and inclusive work environments.
      Practical solutions for businesses
      Although menopause is largely covered under three protected characteristics: age, sex, and disability discrimination, conscientious businesses should have a menopause policy that goes beyond legal tick boxes. Appropriate policies should cover the adjustments available to those experiencing menopause and be communicated to the whole team. There is no point in having a policy if nobody knows it exists.
      While creating a comprehensive menopause policy, businesses must also recognize individuals who are experiencing difficulties and in need of support. Here, the question becomes ‘what can I do to support you today?’. Whilst employers may not currently be able to provide a full suite of interventions, everyone is able to initiate helpful conversations that recognize individual experiences and identify any support needed.
      Practical solutions for managers
      Around 4 in 10 women who have gone through menopause felt they were unable to talk about it at work, especially with their manager.
      Team leaders are often seen as the first line of support for struggling employees. So, it’s important they are equipped to hold conversations around menopausal challenges and are confident in signposting team members towards additional support. This may include understanding the reasonable adjustments the business can offer, such as flexible and remote working, shift changes, adequate breaks, rest areas, and access to toilets and washing facilities.
      Similarly, upskilling emotional wellbeing champions to provide support to those experiencing menopause gives individuals alternative points of contact where meaningful and supportive conversations can take place.
      Practical solutions for peers
      Everyone has a role to play in easing the negative impact of menopause in the workplace and colleagues can play their part by engaging in any available training and educational sessions. Simply being aware of others’ experiences can reduce stigma and make it less daunting for individuals to speak about their experiences or seek help.
      Employees should also be aware of the impact of their language. By simply moving away from a medicalized vocabulary when discussing menopause – towards a more relatable model of distress, which is something we can all relate to – we can reduce the stigma around the transition.
      Similarly, hosting Menopause Exchange Forums – with both men and women – encourages informal conversations around symptoms, struggles, and the sharing of tips and coping mechanisms. These can then be supplemented with informal messenger chats where people can share their experiences day to day and provide each other with mutual support.
      Practical solutions for individuals
      The first step for individuals is to talk. Speaking with colleagues, employers, and health specialists helps menopausal employees feel they are not alone and that their experiences are common and valid.
      Menopausal women commonly attribute their symptoms to anything other than menopause, due to ongoing stigma and feelings of shame or embarrassment. However, by communicating their experiences they will be able to find the support they need from those around them. This may include support in managing their workload to compensate for memory loss or even access to more formal support offered by the business.
      For example, emotional wellbeing support such as cognitive-behavioral therapy (CBT) or EAPs provides access to specialists who can help individuals understand and manage their psychological symptoms. This in turn can also help alleviate physical symptoms, as when stress is well managed, cortisol levels drop which helps reduce physical difficulties associated with menopause transition.
      By Gosia Bowling, National Lead for Emotional Wellbeing, Nuffield Health.
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      Leading by Example to Enhance Employee Physical and Emotional Wellbeing

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      ‘Putting your own life jacket on, before helping others’
      Research shows employees are putting in an average of 9 hours of unpaid overtime per week.
      Does this surprise you? Probably not.
      Overwork culture – with long hours and constant exhaustion- is still seen as a badge of honor within the workplace. This is despite the WHO revealing the negative long-term implications of such behavior, including exhaustion, burnout, and a possible deterioration in mental health.
      So, why do many of us managing others still lead in this counterproductive way?
      Badge of Honor
      There are lots of practical factors connected to overworking and taking on as many tasks as possible that are thrown our way. But socio-economic factors associated with ‘overworking’ are also deeply ingrained in our workplace culture.
      Many of us simply work long hours to keep our jobs, pay off debt, or so we’re first in line for that long-awaited promotion.
      For those that adopt a culture of long, intense work hours, there’s often a performative element involved. Overwork is often seen as a peculiar sign of success.
      Whether this is defined by a fancy job title or lifestyle, or even by demonstrating actual exhaustion, the ‘kudos’ associated with overworking hold firm.
      Overworking also depends on the industry type and role you are in. For example, people in jobs geared towards helping others, like line managers, tend to work longer hours that can result in physical and emotional exhaustion.
      Enter the global pandemic
      The pandemic has intensified negative work behaviors across all work hierarchies, with COVID culture impacting employees, line managers, and senior leaders.
      While working from home has its perks, it also means there is technology around us continually throughout the day. There is not a clear separation between ‘being at work’ in a working environment and ‘being at home’.
      Financial volatility also rose during this timeframe, which drives many companies to act with a ‘we need to get more done for less’ attitude.
      Worryingly, mass redundancies and furlough schemes meant higher workloads, stricter deadlines, and increased concerns about job security. As a result, many managers took on a lot of this extra strain to cover the workloads of newly missing team members.
      Making yourself accountable
      Overworking is usually a top-down issue. It can only be tackled by a fundamental shift in management behavior. One of the big worries is many individuals in leadership positions are persuaded there’s no problem with it.
      However, managers should acknowledge the risk of burn-out and a decline in mental and physical health if they continue to work in this way.
      Furthermore, they are modeling unhealthy behaviors to their teams, which could have far-reaching adverse side effects. As more employees follow your example, the more likely it is that physical and mental health issues spread to become a company-wide epidemic.
      What’s more, it’s not helping companies either. Employees who are feeling an imbalanced state of well-being are 33 percent more likely to seek a new role elsewhere. In contrast, when an employee experiences positive well-being, this drops to 8 percent.
      Considering such findings, managers need to look at ways to protect their mental health and wellbeing, which can be mirrored to their teams, encouraging others to follow suit.
      Where to start
      Start small. Take those breaks. Make sure you’re taking all your annual leave, and delineate some time where devices are turned off, and you don’t look at them. Everyone needs some clear headspace and others need to know this is a company-wide expectation.
      Get a temperature check on how those around you feel about their workloads by running a few short, informal meetings, either online or in-person, so teams don’t feel further stressed.
      There are unexpected benefits to caring for employees who feel unable to switch off from work.  More employees will be loyal to you, as a manager, if you recognize signs of distress and urge them to take time out.
      Promoting emotional health
      Leading by example is easier to achieve if you feel confident in doing so.
      You need to be aware of the support offerings provided by your workplace. A useful workplace wellbeing strategy blends physical offerings like private health assessments, onsite or subsidized gym memberships with emotional wellbeing support.
      Liaising with HR and ensuring policies contain these perspectives is important. Ask about the possibility of additional training in Mental Health Awareness, to help you notice the signs of possible mental health issues in yourself and others.
      Company offerings like employee assistance programs (EAPs) and cognitive behavioral therapy may be something to discuss as a permanent investment. The presence of an emotional wellbeing therapist in the workplace communicates clearly that conversations about mental health are welcome and expected.
      Digital or virtual therapy solutions can be effective too. Remember, for many people, the notion of sharing a vulnerability or admitting a problem, is a barrier in itself. However, some research suggests psychotherapy conducted online is as effective as face-to-face sessions. During 2020 Nuffield Health therapists delivered 3.7 million minutes of therapy remotely.
      Encouraging physical activity
      Evidence suggests that executives who look after their physical health are more effective leaders. Frequent exercise boosts brain health, improving memory function and the ability to process new information. Exercise can also improve sleep, which is often disrupted by stress, depression, and anxiety.
      It is important physical health is not overlooked in workplaces where there are high-stress levels and a culture of long work hours.
      The less anxious you are and the better you are at reacting to the circumstances around you, the better you’ll work under pressure.
      Managers should look for gaps in their routines where they could replace something sedentary with exercise.
      Why not try shaking up work routines with activities by organizing ‘walk and talk’ meetings? These can make gatherings more efficient as employees are likely to become energized than lethargic during a brisk walk.
      As restrictions begin to lift, take advantage of any offerings from your company like discounted or free memberships to local gyms, classes, or taking part in a sponsored workplace group in a charity event like a fundraising run. Encourage people to join you, to increase physical activity across your teams.
      For those working from home, continue to offer a level of flexibility for when people exercise. This is so employees feel comfortable exercising when it is convenient for them. It’s important those who began a fitness routine at home do not stop because they feel guilty working out when others are in the office.
      By Gosia Bowling, National Lead for Emotional Wellbeing, Nuffield Health.
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