Google & Essity: One in 10 Women Leave Work Due to Menopause

Menopause symptoms are forcing experienced professionals out of the workforce at a rate that could reshape healthcare leadership pipelines. According to research, one in ten menopausal women has left their roles due to their symptoms. The global economy loses an estimated US$150bn in lost productivity every year as a result.

The financial implications extend beyond productivity loss. When 10% of women exit the workplace, organisations face replacement costs that can reach double the departing employee's annual salary. These expenses cover recruitment, induction and upskilling of successors.

The exodus appears to stem from workplace culture challenges. According to the data, more than half of women report a loss of confidence at work due to symptoms. Additionally, 47% feel unable to tell their manager the real reason for taking time off.

Career progression suffers measurable consequences. Menopause symptoms are likely to deter one in four women from applying for a promotion. A further 13% admit to passing up a high-level advancement opportunity because of their symptoms.

This pattern creates what could be described as a hidden retreat. The most experienced talent stops pursuing advancement just as they approach executive level positions. The result is what Louisa Oliveira, HR Director UK and Ireland at Essity and others have termed the silver ceiling of succession planning.

Healthcare systems address gaps

Google has implemented a comprehensive response to this workforce health challenge. The technology company identified shortcomings in existing healthcare provider support for menopausal employees.

"We knew that those going through the menopause didn't always have the support they needed, depending on the healthcare provider they relied upon," Alex Maddison, Senior Director of Global Benefits & Mobility at Google, says in an HR Grapevine Podcast.

The company takes what Alex describes as a lifecycle approach to employee benefits. This means examining support needs across different life stages.

"And here at Google, we take a lifecycle approach to our benefit. So that means that we look to support and retain our talent throughout the entire sphere of what they go through during their life. And this was an area that we felt was underserved in the market."

Google now provides 24/7 access to specialised care advocates and virtual providers through its menopause benefit. The model shifts from standard medical care to proactive advocacy. This framework helps employees navigate health journeys while maintaining professional momentum.

Alex says the company views holistic support for menopausal employees as critical to operations.

"We don't really think about it as a cost per benefit," she said. "That's not how we structure our benefits package."

Her focus centres on the level of support offered to employees when they need it most. This approach reframes menopause support from a cost consideration to a business value proposition.

Culture determines policy effectiveness

Global policies provide a foundation, but implementation occurs at team level. Policies become redundant if organisational culture does not accept them. Succession planning resilience depends on cultural support structures.

High potential talent exits leadership pipelines when menopause remains stigmatised. The progression ladder loses climbers before they reach senior positions.

"Shifting menopause support from an optional area of employee assistance to a serious workforce matter helps HR leaders recognise what is really at stake: retention, progression and experience," Louisa Oliveira, HR Director UK and Ireland at Essity, tells HR Chief Magazine, Healthcare Digital's sister magazine.

She notes that businesses risk losing highly skilled people when proper support is absent. Employees may step back from advancement before they want to.

"Too often, businesses risk losing highly skilled people or seeing they step back before they want to because the right support is not in place. When employers respond properly, they are not just doing the right thing for individuals; they are protecting talent, leadership pipelines and long-term business performance."

Louisa acknowledges that policies matter but culture determines whether people feel able to use them. Managers require training to respond with empathy and provide practical support. This training makes open conversations easier to initiate.

Safe spaces for conversation ensure employees can request help without affecting how colleagues view them. Workplace perception of capability could otherwise create barriers to seeking accommodation.

"At Essity, our menopause policy is backed by practical adjustments such as flexible working, more regular breaks and workplace changes where needed, alongside broader wellbeing support and peer connection through initiatives such as our Women in Essity network and Women's Health Support Circle," Louisa explains.

She describes menopause as a normal life stage that may require flexibility and support. The condition should not limit someone's ambitions or future opportunities.

"Menopause should be treated as a normal life stage that may call for flexibility and support at work – not as something that should limit someone's ambitions or future opportunities. With the right understanding and adjustments in place, people can continue to grow, lead and thrive in their careers."

Protecting healthcare leadership pipelines

Menopause may appear to impact a minority workforce segment in private. However, succession planning aims to keep organisations one step away from their next leader. The silver ceiling thins out the leadership bench as stakes increase.

Pipeline protection requires two elements. First, infrastructure through global policies as demonstrated by Google. Second, empathy through localised culture as championed by Essity.

Integrating these approaches allows businesses to treat menopause as a manageable life stage rather than a career endpoint. Healthcare organisations particularly cannot afford to lose clinical and administrative expertise at senior levels.

These interventions should be viewed as strategic business necessities rather than optional benefits.

The focus must bridge the gap between written policy and daily practice. Only this integration can ensure equal opportunities remain open to all employees regardless of life stage.