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Supporting a staff member experiencing fertility challenges

This guidance has been developed for managers supporting a staff member experiencing fertility challenges

Introduction

The University of Bath is committed to fostering a supportive, enabling environment in which all staff can perform at their best and thrive. We aim to lead the sector in promoting openness, awareness and meaningful support around reproductive health issues, ensuring they are approached with understanding and compassion. Whilst no two experiences are the same, our intention is to provide equitable opportunity for all staff to be at their best and thrive whilst co-existing with reproductive health life events and experiences.

Fertility concerns can have a significant impact on an individual’s wellbeing and, without appropriate support, their career. This guidance has been developed to:

  • raise awareness of the fertility treatment that staff may experience
  • equip managers with the knowledge, confidence and practical tools to provide appropriate, sensitive and timely support
  • highlight the importance of exploring appropriate workplace adjustments, including the use of the Workplace Adjustments Passport
  • encourage the use of Individual Wellbeing Action Plans to agree tailored support
  • signpost managers and staff to further internal and external sources of support, including Health Assured, the Wellbeing Hub and Brilliant Basics e-learning

Background

For staff members experiencing difficulties conceiving, the journey to start or grow a family can be long, emotionally challenging and filled with uncertainty. Fertility challenges affect people of all genders, sexual orientations and family structures, including LGBTQ+ staff and those solo parenting. It is estimated that fertility issues affect around one in seven people in the UK. However, fertility issues often remain unseen or unspoken due to stigma, embarrassment or fear of negative consequences in the workplace.

Staff who feel unable to discuss reproductive health challenges may struggle alone, which can contribute to increased stress, reduced wellbeing and, in some cases, decisions to take sickness absence or leave their role. Recent research found 61% of adults do not feel comfortable discussing fertility treatment with their employer, with one in three considering leaving their role altogether due to lack of support in the workplace.

A supportive organisational culture can make a meaningful difference by enabling staff to speak openly, seek help early and access adjustments that allow them to remain engaged and productive. By increasing awareness and reducing stigma, managers can help ensure that staff feel safe to seek support at an early stage, remain engaged in their work and maintain their wellbeing.

To promote an inclusive and supportive working environment for those experiencing fertility concerns, as a line manager you are responsible for:

  • responding with empathy and without judgement
  • providing support tailored to the staff member’s specific needs
  • signposting the staff member to further support and guidance if they would like this
  • remembering that while for some this can be a difficult process, others may feel positively

Holding supportive conversations

If a member of your team discloses they are experiencing fertility challenges and/or starting fertility treatment, you should arrange a supportive, confidential discussion with them to understand the support they might need during this time. You should:

  • allow the staff member to lead the discussion
  • ask “How can I support you?” and “Are there any adjustments that would help at work?”
  • explore the use of an individual wellbeing action plan
  • provide information on flexible working and leave options
  • agree a preferred method of communication and how often you will check in with them
  • signpost them to additional support from Health Assured alongside other support organisations and networks as appropriate. Mental health impacts are common, with high levels of anxiety and depression commonly reported
  • where appropriate, inform staff of additional sources of support such as Wellbeing Champions or their HR Advisor/HR Business Partner, particularly if the staff member discloses they would feel more comfortable talking to someone else

Allowing your staff member to lead the discussion is pivotal. Some people prefer not to share details about their situation, while others may need time before they feel comfortable talking about it. The key is to offer support while allowing them to set the pace. Asking open ended questions, such as “How are you doing?”, can give them space to talk if they wish, without feeling any pressure to share more than they are comfortable with.

Making adjustments

To help guide the conversation, document supportive measures taken and identify the support the staff member may need, you may use the Workplace Adjustments Passport. You may also suggest that your staff member completes an Individual Wellbeing Action Plan to highlight any actions both you and your staff member can take to support their wellbeing at work.

Fertility treatment can involve medication that requires refrigeration, timed injections or procedures that must be completed with privacy and care. Where possible, you should ensure your staff member has access to a private, comfortable space to administer medication or take a moment if they are feeling unwell. This might mean arranging a quiet room, ensuring access to a fridge for medication storage or supporting remote working (where possible) if this helps them manage their treatment more easily.

In addition to the supportive measures outlined above, other possible adjustments might include:

  • short breaks throughout the day
  • adjusting meeting times
  • offering flexible hours where possible
  • temporary changes to duties

These changes can make a significant difference to someone navigating fertility challenges.

Remember that the Workplace Adjustments Passport is a living document, designed to evolve as circumstances change. Regularly reviewing and updating it ensures that the support in place remains appropriate and helpful to the staff member throughout their fertility journey.

Offering time off and flexibility to attend appointments

The University offers up to five days paid leave per annum (pro-rated for part time staff) for fertility treatment. A degree of further absence is likely; managers should share the Managing Sickness: Supporting Staff Policy and types of staff leave options and discuss how these absences will be treated. Additional time off should usually be taken as annual leave, unpaid leave or through flexible working arrangements.

Managers should take a flexible and understanding approach to enable staff attend medical appointments, recognising that treatment can be unpredictable and appointments are often arranged at short notice. Staff members should share upcoming dates as early as they can to support planning, but it’s important for managers to be mindful that changes may happen quickly and are often outside the staff member’s control. A compassionate, flexible response can make a significant difference to how supported the staff member feels during what may be an incredibly challenging time.

Legal considerations

Although there is no specific legal protection for those undergoing fertility treatment (or their partners), and infertility itself is not considered a disability under the Equality Act 2010, it is important to recognise that staff members affected by fertility challenges may still be protected under the law.

If someone is placed at a disadvantage or treated less favourably, and this relates to a protected characteristic such as age, disability, gender reassignment or sex, this could amount to discrimination. As a manager, adopting a sensitive, fair and understanding approach helps ensure that staff feel safe, respected and fully supported. This includes implementing reasonable adjustments where practicable.

Signposting to further support

Managers should gently encourage staff members to make use of the support services available to them. It can be helpful to regularly remind them of the different types of support on offer and to provide clear information about how to access these resources whenever needed.

Health Assured provides a comprehensive range of wellbeing services designed to support staff. Staff have 24 hour access to therapists and trained advisors, free of charge, offering a confidential space to talk through concerns whenever they need it. In addition to counselling support, Health Assured also offers CBT programmes and a wellbeing app which includes a variety of resources such as guided meditations, wellbeing articles and podcasts.

A survey by Fertility Network UK found one in three people who have undergone fertility treatment felt financially unprepared. Fertility treatment is frequently self funded and the cost of treatment can place considerable pressure on individuals and their families. Health Assured can assist staff with financial concerns by offering guidance, practical advice and information on how to access further support.

The University also has a wide range of resources via the Wellbeing Hub and networks available to all staff. A useful e-learning module, Brilliant Basics, provides staff with information on the various wellbeing resources on offer. As a line manager, you should remind your staff member of the support available to them, providing them with information on how to access support if they need it.

There are some external sources of help and support which you can signpost your staff member to:

Workplace adjustments (Workplace Adjustment Passport)

The University has developed a Workplace Adjustments Passport to help you, alongside your staff member, identify, review and monitor possible adjustments or preferred working styles. It is designed to be used alongside the Individual Wellbeing Action Plan.

When the right support is in place, it can help minimise sickness absence, reduce dips in productivity and lower staff turnover. It also plays a key role in promoting wellbeing, strengthening engagement and building loyalty.

Examples of some general adjustments your staff member might benefit from include:

  • flexible working hours or shift changes. For example, later start times or flexible breaks might be helpful if they are experiencing symptoms such as sleep disturbance or hot flushes
  • flexibility to work remotely, where possible
  • flexibility to attend medical appointments
  • providing access to a rest room or area to sit during work breaks

However, remember that adjustments should be tailored to the own needs of the individual. Allow the staff member to lead conversations on what support they feel they will benefit from the most.

Individual Wellbeing Action Plans

An Individual Wellbeing Action Plan (IWAP) is a simple, proactive tool designed to support meaningful conversations about an employee’s wellbeing.

For staff, the IWAP provides a structured way to reflect on:

  • how they work most effectively
  • what challenges they may face
  • what practical steps can help maintain their wellbeing

For managers, the IWAP offers valuable insight into:

  • the support an individual may need
  • the early signs that they might be struggling
  • the reasonable adjustments that could help them stay well at work

An IWAP should be treated as a living document. Managers and staff are encouraged to review it together at regular intervals or sooner if circumstances, health or working arrangements change.

Further training and development

The University offers a variety of wellbeing‑centred training modules and development opportunities designed to help you create a compassionate, healthy, and supportive environment for your staff.

Enquiries

If you have any questions, please contact your HR Advisor.

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