Making women’s health a higher priority

Menopause symptoms alone cost U.S. employers an estimated $1.8 billion in lost productivity each year, according to research published in “Mayo Clinic Proceedings.” That figure doesn’t account for reduced hours, early retirements or the broader toll on leadership pipelines caused by menopause symptoms. Yet holistic women’s health support remains one of the most underdeveloped areas in benefits strategy.

As employers connect women’s health, engagement and retention in measurable ways, those that succeed will redesign benefits and workplace practices to support the whole person, with a sharp focus on preventive care, hormonal health literacy and midlife support.

NFP’s 2026 “U.S. Benefits Trend Report” underscores the tension. Nearly half of employers expect health care budgets to rise in the coming plan year, and a widening gap exists between what employers think they’re communicating about well-being and what employees experience. Sixty-three percent of employers rate their well-being communication as strong, while only 42% of employees agree. Closing this gap starts with understanding how women’s health needs evolve across life stages and building benefits that reflect those realities.

Rethinking plan design for the whole person

Women’s health needs look different across life stages, from early-career fertility planning to caregiving, perimenopause and beyond. However, traditional benefits design often segments physical, mental and reproductive health into separate silos that employees struggle to navigate. 

Increasingly, we see leading employers pushing toward integrated plan design strategies that recognize women’s health as interconnected and continuous across life stages. For employers, there is a business case to support this, as many companies with strong wellness programs tend to show a decrease in medical and absenteeism costs with less turnover. Holistic women’s health solutions are emerging as a key differentiator for attracting and retaining talent, especially in competitive sectors. When benefits reflect these realities, employees are healthier, more engaged and likely to stay in their positions longer. 

One way to put this into practice is to eliminate financial barriers to preventive women’s services by covering annual wellness exams, gynecological visits, and core screenings for breast, cervical and heart health. Another is making care easier to access by embedding virtual and after‑hours options so women can get primary care and behavioral health and specialist attention without missing work or caregiving responsibilities. 

Bundling benefits along a continuum is another good approach. Instead of isolated, one-off programs, employers can create a continuum from fertility support to postpartum care to return‑to‑work resources. And by aligning clinical benefits with workplace policies, employers can offer flexible work schedules, protected time for appointments and a culture that normalizes using medical care. 

This whole‑person approach signals that an organization values its employees as individuals navigating complex health, family and financial responsibilities.

Elevating preventive care and early intervention

Preventive care is the backbone of any holistic wellness strategy for women at work. Routine exams and screenings support early detection of conditions that often disproportionately affect women, including cardiovascular disease, breast and cervical cancers, and certain metabolic and musculoskeletal issues. 

Employers that experience the strongest outcomes are those that make preventive care easier and more meaningful. Many employers now cover recommended screenings at 100% and clearly communicate what’s available, when it should be done and why it matters. Some are also expanding coverage for perimenopause and menopause management, including hormone therapy, symptom‑relief medications, physical therapy and access to specialists. 

Integrating digital tools is also important to nudge employees toward age‑ and risk‑appropriate checkups, vaccinations and lifestyle programs. Beyond traditional preventive care, many companies now offer coaching, nutrition and movement programs that connect daily choices with long‑term health and hormonal balance. 

When women have easy access to preventive care and understand its relevance, they are more likely to manage conditions before they escalate. This helps reduce potentially avoidable health care expenses and supports and improves consistent participation and performance at work. 

Building hormonal health literacy

Hormonal health influences energy, focus, mood and productivity, yet it’s still one of the least-discussed topics at work. NFP’s “Leave Management Report” found that only 10% of employers currently offer menopause-related accommodations. This highlights how many hormonal health needs go unaddressed. 

Menstrual cycles, fertility treatments, pregnancy, postpartum shifts and perimenopause all can affect how women show up day to day, often in ways that are invisible but very real. 

Forward‑looking employers are investing in this proactively through several channels. Educational workshops and digital resources on women’s health topics — such as menstrual health, the reproductive lifespan and the impact of hormonal fluctuations on physical and mental well‑being — are important starting points. Additionally, equipping leaders to respond with empathy and flexibility rather than stigma is equally critical. Finally, employee resource groups are normalizing these conversations, empowering workers to speak up and get necessary support. 

We often hear from employers that younger generations are more vocal about expecting support for menstrual and hormonal health needs than older generations are. Meeting those expectations can strengthen employer brand and retention for early‑ and mid‑career women. This is a competitive advantage that compounds over time. 

Midlife support as a leadership and retention lever

Midlife is often a peak career phase, but it frequently overlaps with menopause, eldercare responsibilities, and shifting identities at home and at work. Without targeted support, many women in their 40s and 50s scale back hours, decline promotions or leave their roles entirely, potentially eroding leadership pipelines just as organizations need their expertise most. 

Organizations that address midlife health head‑on are seeing real returns. Offering educational sessions such as menopause awareness training, clinical navigation and coaching can be a great way to help women manage symptoms and understand options. Flexibility in scheduling or hybrid work arrangements during acute symptom periods, along with counseling and peer support, can help women navigate the physical and emotional dimensions that midlife transitions can bring. These offerings send a powerful message that women are valued at every stage of their careers, not just during their childbearing years. This in turn strengthens loyalty and long‑term commitment. 

From programs to culture: Making wellness stick

Holistic wellness for women at work is not only about adding new benefits. It is about aligning plan design, education, leadership behavior and culture into a coordinated strategy to support employee health. When leaders model healthy boundaries, normalize conversations about women’s health and prioritize feedback from women employees, benefits are used more effectively and consistently. 

The most successful organizations are those that treat women’s holistic health as a shared strategic priority across human resources, benefits and business leadership. These organizations create workplaces where women can thrive through every stage of life, and engagement and retention become natural outcomes of a culture that genuinely supports women’s health
and well-being.

Kate Hubben is vice president at NFP. She can be contacted at [email protected].