As we move into autumn, the next couple of months are particularly significant for employers. September marks Perimenopause Awareness Month, leading us into Menopause Awareness Month in October and World Menopause Day on 18th October. Alongside this, employers should also be preparing for the next phase of changes under the Employment Rights Act 2025, with several important provisions coming into force during October.

At first glance, these topics may seem unrelated. However, they all have one thing in common: creating workplaces where people feel respected, supported and able to perform at their best.

Whether it’s supporting someone experiencing perimenopause, preventing workplace harassment, resolving conflict at an early stage or ensuring policies remain legally compliant, organisations that take a proactive approach will always be in a stronger position than those who simply react when problems arise.

This month’s newsletter explores what these developments mean for employers and, more importantly, the practical steps you can take now.

September is Perimenopause Awareness Month

When people hear the word menopause, many immediately think about periods stopping. In reality, menopause is only one point in a much longer journey.

For many women, perimenopause begins in their 40s, although it can start earlier or later. During this stage, hormone levels begin to fluctuate, often causing symptoms that can continue for several years before menopause itself.

This is often the stage that has the greatest impact on working life.

Many women don’t immediately recognise what they’re experiencing. Instead, they may wonder why they suddenly feel different to the confident, capable person they’ve always been.

Common symptoms include:

• Brain fog and difficulty concentrating

• Poor memory

• Anxiety or increased stress

• Reduced confidence

• Fatigue

• Sleep disturbance

• Hot flushes and night sweats

• Joint and muscle aches

• Heart palpitations

• Changes in mood

• Migraines

• Increased sensitivity to noise or temperature

Every person’s experience is different. Some may have very few symptoms, whilst others find that symptoms significantly affect their work, relationships and overall wellbeing.

Why should Employers care?

Quite simply, because menopause affects a significant proportion of today’s workforce.

Women aged 45–55 represent one of the fastest-growing groups within the UK labour market. They often hold senior leadership positions, possess years of organisational knowledge and mentor the next generation of employees.

When organisations fail to provide appropriate support, the consequences can include:

• Increased sickness absence

• Reduced productivity

• Loss of confidence

• Higher staff turnover

• Recruitment costs

• Increased employee relations issues

• Potential discrimination claims where symptoms amount to a disability or support has not been appropriately considered

Supporting colleagues through perimenopause isn’t about offering special treatment.

It’s about recognising that different people sometimes need different support in order to perform at their best.

Moving beyond awareness

One of the most encouraging developments I’ve seen over the past year is that organisations are no longer simply asking:

“Should we have a menopause policy?”

Instead, they’re asking much more meaningful questions.

• How do we create a culture where people feel comfortable talking about menopause?

• How do we equip managers to respond confidently?

• What reasonable adjustments should we consider?

• How can Menopause Champions support colleagues?

• How do we ensure menopause becomes part of our wider wellbeing strategy?

These conversations represent real progress.

Awareness is incredibly important, but awareness alone doesn’t change workplace culture.

Knowledge needs to become action.

Looking ahead to October – Menopause Awareness Month

October continues the conversation as we recognise Menopause Awareness Month, culminating in World Menopause Day on 18th October.

This year’s theme is:

“Embracing the Next Chapter with Knowledge and Empowerment.”

I couldn’t think of a more fitting message.

Knowledge enables people to understand what’s happening to them, knowledge gives managers confidence to have supportive conversations and knowledge enables organisations to introduce meaningful, practical support rather than relying on assumptions or myths.

Empowerment then follows, employees feel empowered to ask for support, managers feel empowered to have conversations, HR professionals feel empowered to introduce practical initiatives and organisations feel empowered to create workplaces where experienced colleagues can continue to thrive.

That is exactly what workplace menopause support should be about.

Not simply raising awareness for one month each year but embedding sustainable support that benefits colleagues every day.

Small changes can make a big difference

Many organisations assume supporting menopause requires significant investment.

In reality, some of the most effective changes are often the simplest.

Examples include:

✔ Training managers so they understand menopause and feel confident having supportive conversations.

✔ Introducing a Menopause Policy so expectations and available support are clear.

✔ Carrying out individual workplace risk assessments where appropriate.

✔ Allowing flexibility where operationally possible.

✔ Creating quiet spaces or providing desk fans where practical.

✔ Introducing Menopause Champions to provide an additional layer of peer support.

✔ Encouraging open conversations and reducing stigma.

Collectively, these relatively small steps can have a significant impact on retention, wellbeing, engagement and organisational culture.

And menopause isn’t the only reason October should be firmly on employers’ radar – further changes under the Employment Rights Act 2025 are also approaching.

Employment Rights Act 2025 – October changes employers should be preparing for

Employment law continues to evolve and October brings further changes that employers should have firmly on their radar.

One of the most significant developments is the strengthening of protections against workplace harassment.

Strengthening the Duty to Prevent Sexual Harassment

From 30th October 2026, employers will be expected to take “all reasonable steps” to prevent sexual harassment in the workplace. This strengthens the existing preventative duty introduced in 2024 and raises the standard expected of employers.

This means organisations should not simply rely on having a policy in place.

They should be able to demonstrate that they are actively working to prevent harassment through measures such as:

• Regular training for managers and colleagues

• Clear reporting procedures

• Prompt investigations

• Appropriate proactive action where concerns are raised

• Regular review of workplace culture and potential risks

Employers who fail to meet this duty could face increased legal and financial consequences if harassment occurs.

Third-Party Harassment

October also sees new responsibilities relating to harassment by third parties, such as customers, clients, contractors, suppliers or service users.

For organisations whose employees regularly interact with members of the public, this is particularly important.

Employers should be considering:

• Risk assessments

• Zero tolerance statements

• Reporting procedures

• Manager guidance

• Manager and Colleague training

• Clear action where unacceptable behaviour occurs

This reinforces the message that everyone deserves to work in an environment where they feel safe and respected.

Longer Employment Tribunal Time Limits

Another important change is the extension of the time limit for bringing most Employment Tribunal claims from three months to six months.

For employers, this means workplace issues may remain live for longer and reinforces the importance of:

• Maintaining accurate records

• Following fair procedures

• Training managers

• Seeking advice early where concerns arise

Good documentation and consistent decision-making have never been more important.

Looking Ahead

These changes aren’t designed to make life more difficult for employers.

They’re intended to encourage healthier workplaces where concerns are addressed early, people are treated fairly and organisations take proactive steps to prevent issues arising in the first place.

In many ways, this aligns perfectly with the work many organisations are already doing around wellbeing, inclusion, leadership development and menopause support.

Because ultimately, good people management isn’t just about complying with legislation.

It’s about creating workplaces where people genuinely want to stay.

On the Horizon – Could Mediation Become a Bigger Part of Workplace Conflict Resolution?

Conflict is an inevitable part of working life, different personalities, different communication styles, changing priorities and workplace pressures all mean that, from time to time, disagreements will arise. The question isn’t whether conflict will happen, it’s how organisations choose to respond when it does.

For many years, workplace disputes have often followed a familiar path:

Concern → Informal conversation → Grievance → Investigation → Outcome → Appeal.

Whilst formal procedures absolutely have their place, particularly where allegations are serious, there is increasing recognition that not every workplace disagreement needs to end up in a lengthy formal process.

This is why I’ll be watching developments from Acas closely over the coming months.

ACAS has been consulting on changes to its Code of Practice on Disciplinary and Grievance Procedures, seeking views on how employers can be encouraged to make greater use of mediation and other forms of early dispute resolution before positions become entrenched.

This reflects a wider shift towards helping organisations resolve issues earlier, preserve working relationships and reduce the emotional and financial impact of workplace conflict.

As an accredited workplace mediator, this is something I wholeheartedly support.

I’ve seen first-hand the difference mediation can make when introduced at the right time.

Rather than focusing on who is right and who is wrong, mediation creates a safe, structured environment where individuals can explore what has happened, understand each other’s perspectives and work towards rebuilding trust and agreeing a way forward.

It isn’t suitable for every situation. Allegations involving safeguarding, discrimination, serious misconduct or criminal matters will often require formal investigation. However, where mediation is appropriate, it can:

• Resolve conflict more quickly

• Preserve valuable working relationships

• Reduce stress and anxiety for those involved

• Improve communication

• Reduce the likelihood of formal grievances

• Save organisations significant management time and cost

Perhaps most importantly, it allows people to move forward rather than remain stuck in positions that continue to damage both relationships and organisational culture.

With workplace wellbeing and psychological safety becoming increasingly important, I believe mediation has an even bigger role to play in the future of people management.

Five Practical Actions for Employers This Autumn

There’s a lot happening over the next few months, but employers don’t need to overhaul everything overnight. The important thing is to understand where the risks are and start taking practical action.

Here are five areas I would be looking at now.

1. Don’t just review your harassment policy – review your prevention measures

With the duty to prevent sexual harassment strengthening to “all reasonable steps” from 30 October 2026, having an up-to-date policy won’t be enough on its own.

Look at what you are actually doing to prevent harassment. When was your last manager and colleague training? Have you considered where harassment risks exist within your organisation? Do employees know how to report concerns? Are managers clear about what to do if they witness inappropriate behaviour rather than waiting for someone to make a complaint?

Where employees interact with customers, clients, contractors, suppliers or service users, consider those risks too.

The question employers increasingly need to be able to answer is not simply “Do we have a policy?” but “What can we demonstrate that we have done to prevent this happening?”

2. Prepare managers for the conversations they are actually going to face  

A policy is only useful if the person receiving the initial conversation knows what to do with it.

Think about the situations managers are dealing with every day: an employee struggling with menopause symptoms, two colleagues whose relationship is deteriorating, an allegation of inappropriate behaviour, increased absence or someone asking for an adjustment.

Managers don’t need to become HR experts, but they do need to know how to listen, what questions they can appropriately ask, when to seek HR support and, importantly, what not to say.

Investing in manager capability now can prevent relatively manageable situations becoming much bigger employee relations issues later.

3. Use September and October to move menopause from awareness to action

Perimenopause Awareness Month and Menopause Awareness Month provide the perfect opportunity to ask: what support would someone experiencing menopause actually find in our organisation today?

Is there a policy or guidance? Do managers understand the impact symptoms can have at work? Is there a process for discussing individual support and workplace adjustments? Would employees know who they could approach? Could Menopause Champions add another layer of support?

You don’t need to introduce everything at once. Start by identifying what you already have, where the gaps are and what one or two practical improvements you can make.

Awareness starts the conversation. Action is what makes the difference.

4. Look at conflict before it becomes a grievance

Think about your current employee relations cases.

Are there situations where communication has broken down but the relationship could still be repaired? Are managers avoiding difficult conversations because they don’t know how to approach them? Is a disagreement gradually becoming more entrenched?

Mediation shouldn’t automatically be introduced into every workplace dispute, and some matters will always require a formal process. However, where the circumstances are appropriate, an early facilitated conversation or mediation can help people address issues before positions become fixed and relationships become much harder to repair.

Don’t wait until a grievance lands on someone’s desk before asking whether there was an earlier opportunity to intervene.

5. Check your evidence – could you demonstrate what happened six months later?

With the Employment Tribunal time limit for most claims increasing from three months to six months, good record keeping becomes even more important.

Review how your organisation records important people decisions. Are investigation notes retained? Are reasons for decisions documented? Are informal conversations and agreed actions recorded appropriately? Can you evidence training, risk assessments and preventative steps?

Six months after an event, memories fade and managers may have moved roles or even left the organisation.

Good HR records aren’t about creating unnecessary paperwork. They’re about being able to demonstrate what happened, why a decision was made and that a fair process was followed.

The key message?

You don’t need to tackle everything at once but doing nothing until something goes wrong is rarely the most fair, cheaper or easier option.

A policy review, a conversation with managers, a workplace risk assessment, menopause training or early intervention in a conflict can all be relatively small actions but they can prevent much bigger problems further down the line.

🎇 Sparks Spotlight: Menopause Champions

One of the questions I’m asked most frequently is:

“What exactly does a Menopause Champion do?”

The answer is simple.

They provide an additional layer of support.

Menopause Champions are not counsellors, medical professionals or HR advisors.

Instead, they are trained colleagues who:

• Help create open conversations

• Signpost colleagues to available support

• Encourage people to seek help where appropriate

• Promote awareness across the organisation

• Help reduce stigma

• Work alongside managers and HR, not instead of them

Having trained Menopause Champions often gives employees confidence to start conversations they may otherwise have kept to themselves.

Combined with knowledgeable managers and clear organisational support, they become an incredibly valuable part of creating an inclusive workplace.

One thing I’ve noticed over the past twelve months is that organisations are no longer asking whether menopause belongs in the workplace conversation. They’re asking how to do it well, which is incredibly encouraging.

The same is true of mediation. Employers increasingly recognise that resolving conflict early isn’t a sign of weakness – it’s good leadership.

And as employment law continues to evolve, organisations that invest in their people, culture and proactive support won’t simply be meeting legal requirements. They’ll be creating workplaces where people genuinely want to build their careers.

For me, that’s what good HR has always been about.

“Knowledge creates confidence. Confidence empowers action. Action creates workplaces where people can truly thrive.”

Whether your priority is preparing for legislative change, developing confident managers, supporting colleagues through menopause or resolving workplace conflict before it escalates, every journey starts with a single conversation.

At Sparks HR, I combine over 25 years of HR experience with specialist expertise in workplace menopause, mediation, leadership development and employment law to provide practical, commercially focused support that makes a real difference.

From a one-off policy review or workplace mediation through to CPD-accredited training, Menopause Action Plans, Menopause Champion training or ongoing HR consultancy, support can be tailored to what your organisation actually needs.

If any of these areas are sitting on your ever-growing HR ‘to do’ list, let’s have a conversation.

Bringing the human back into workplaces.

Alison x