Keeping Britain Teaching: Why Every College Needs a Menopause Strategy

With workplace ill health costing employers £85 billion a year, FE leaders must act now to retain the people whose experience underpins our education system.

Further education thrives on people, skilled, passionate educators, administrators and leaders who support learners through every stage of their development. Yet, as the Government’s Keep Britain Working Review revealed, the UK loses £85 billion every year through sickness, turnover and lost productivity caused by workplace ill health.

Behind that figure lies a truth the FE sector cannot ignore: unless we look after the people who teach, lead and support learning, we cannot deliver on our skills mission.

Within that £85 billion total sits an estimated £1.5 billion directly linked to menopause-related sickness absence. This is not surprising when we consider that more than 65 percent of the FE workforce are women and that the median age is 46. Studies show that 10% of menopausal people will exit the workplace due to unsupported menopause symptoms. A single medium sized college might have 200 staff in the menopause age range could lose 20 valued team members if symptoms go unsupported. With each replacement costing around £30,000, that’s a £600,000 preventable loss, and that’s before factoring in the hidden costs of lost continuity, learner support, and the wider impact on team morale and institutional stability.

These are not isolated statistics. They represent lost expertise, disrupted teaching continuity and declining morale – all of which directly affect learner outcomes.

Most colleges now recognise the importance of wellbeing. Staff surveys, mental-health first aiders and flexible working arrangements have become familiar features of the FE landscape. But too often, menopause is treated as a separate issue, addressed through one-off awareness sessions or informal peer groups.

A menopause-inclusive wellbeing strategy goes further. It acknowledges menopause as a predictable life stage that intersects with gender, age, health and performance. It places menopause alongside other core wellbeing priorities such as mental health, musculoskeletal health and stress management.

Embedding menopause in policy and practice creates long-term stability. It ensures consistency when leaders change, funding tightens or priorities shift. It also sends a clear message that supporting staff through midlife transitions is part of organisational culture, not a temporary initiative.

A strong menopause strategy does not need to be complex but must be outcome based. What matters is clarity, accountability and follow-through.

How might this look?

Audit and plan

Review existing policies and identify gaps. Make sure you policy aligns to the latest standards and is not a catch all wellbeing policy.

Train and empower managers

Line managers are often the first point of contact. Confidence and knowledge can make the difference between an employee staying or leaving. Short, practical training can help managers recognise signs, open conversations and apply reasonable adjustments consistently.

Embed in wellbeing frameworks

Integrate menopause within wider wellbeing governance, such as health and safety, equality, and HR metrics. Measure outcomes – absence rates, retention, promotion – not just attendance at awareness sessions.

Communicate and normalise

Create clear, accessible guidance for staff. Promote internal networks, share positive stories and make resources visible year-round, not just during awareness weeks.

FE has always led innovation in reskilling and reintegration. The same ethos can be applied internally. By taking a strategic approach to menopause, colleges can strengthen staff wellbeing, model best practice for employer partners and contribute to the national ambition of keeping Britain working.

Externally, FE providers can extend their impact through return-to-work and Skills Bootcamp programmes tailored for people who have stepped away due to menopause-related challenges. By combining education, confidence-building and flexible delivery, colleges can help bring valuable expertise back into the workforce.

Awareness is only the first step. Without structure, accountability and leadership, progress fades once attention shifts elsewhere. A college-wide menopause strategy ensures that progress endures. It connects wellbeing with productivity, inclusion with retention, and health with organisational resilience.

When menopause is integrated into the wider wellbeing framework, everyone benefits – from staff who feel supported, to learners who experience continuity, to leaders who retain skilled teams.

The cost of inaction far outweighs the cost of implementing a strategy. A comprehensive menopause programme might cost a few thousand pounds. Replacing a single experienced educator can cost ten times that. The return on investment, both financial and cultural, is clear.

If FE leaders truly want to build sustainable workforces, menopause cannot remain a side conversation. It must sit within wellbeing, inclusion and workforce strategies, owned by leadership and measured for impact.

Because keeping Britain teaching means keeping its leaders, teachers and support staff well, supported and seen – through every stage of their career journey.

By Vicky Mose, Founder, Imagine How Ltd