A declaration stating “We do not care about growing with the company; we are here for the health insurance and benefits” is now echoing across social media, representing not a disgruntled few but a burgeoning movement of millions. This viral phenomenon, launched by content creator Melani Sanders, has given a humorous yet sharp voice to women navigating menopause and their shifting priorities in the professional world. While delivered with a smile, the message from the self-proclaimed “We Do Not Care Club™” lands as a serious question for every employer: when a significant portion of the workforce declares they no longer care about traditional career ambitions, is it a problem for them or for the companies they work for? This trend suggests that a long-overlooked demographic is now openly disengaging, forcing a crucial conversation about workplace support, and the answer to whether employers should worry is a resounding yes.
The Rise of a Club Where Members Do Not Care
The “We Do Not Care Club™” began as a series of social media videos from Melani Sanders, whose candid and witty take on menopause resonated instantly with a massive audience. Her announcements, ranging from “We do not care if we lose our train of thought in the middle of a sentence” to other similar declarations of indifference toward conventional workplace pressures, have attracted over 4 million followers. This rapid growth transformed a personal blog into a cultural touchstone, providing a shared language for experiences that were once endured in silence. At its core, the movement signals a profound reprioritization among its members. It is a collective statement that the unwritten rules of corporate life—unwavering enthusiasm, constant availability, and the relentless pursuit of advancement—no longer hold the same value. Instead, the focus has shifted toward tangible, practical returns like health insurance, retirement benefits, and a work-life balance that accommodates personal well-being. This is not about a lack of work ethic, but rather a refusal to over-invest in professional environments that have failed to acknowledge or support a significant life transition.
Beyond Banter to a Long Ignored Workplace Reality
While the club’s name and content are lighthearted, the issues they highlight are anything but. The viral banter is a symptom of a deeply rooted workplace challenge that millions of American workers face daily. Navigating the physical and cognitive symptoms of perimenopause, menopause, and post-menopause without any formal recognition or support systems has long been a private struggle. The humor acts as a Trojan horse, bringing a once-taboo subject directly into mainstream and corporate conversations.
The reason this conversation has reached a critical mass now is twofold: a demographic inevitability and the power of digital community. Women over 50 are the fastest-growing segment of the workforce, and social media has provided them with a platform to bypass traditional gatekeepers and connect directly with one another. This collective voice has created an undeniable presence, transforming individual challenges into a unified call for acknowledgment and change that employers can no longer afford to ignore.
A Data Driven Disconnect Between Employees and Employers
The anecdotal evidence pouring out from this online movement is firmly supported by research, which paints a clear picture of a workforce in need. A landmark 2023 study from Bank of America, titled “Break Through the StigmMenopause in the Workplace,” revealed a stark reality: 51% of women reported that menopause had negatively impacted their work life. This statistic quantifies the silent struggle, confirming that for a majority of this demographic, work performance and well-being are significantly affected.
This same research exposed a critical benefits gap between employee needs and employer understanding. While 64% of these employees expressed a desire for menopause-specific benefits, a mere 14% believed their employer comprehended the necessity for such support. This chasm highlights a major blind spot in corporate wellness and benefits strategies. However, the study also identified a powerful opportunity: there is a direct positive correlation between an employee’s awareness of available benefits and their likelihood to recommend their company as a great place to work, linking targeted support directly to talent retention and attraction.
A Call to Action Supported by Research and Regulation
The momentum for change is not just coming from grassroots social media movements; it is being echoed in corporate boardrooms and government agencies. The Bank of America study lent significant corporate credibility to the conversation, signaling to the business world that menopause in the workplace is an issue with tangible economic and human resource implications. Its findings provided the statistical backbone needed to elevate the discussion from personal anecdotes to a strategic business imperative.
Further underscoring this shift, the U.S. Department of Labor issued a brief in September 2024 titled, “Let’s Talk About It: Menstruation and Menopause at Work.” This official guidance demonstrated governmental recognition of the issue and provided a clear framework for employers. By outlining practical, low-cost accommodations, the report effectively moved the needle from awareness to action, giving companies a roadmap for creating more inclusive and supportive environments. The combined force of millions of organized voices, credible corporate research, and federal guidance has created an undeniable mandate for change.
Building a Supportive and Legally Sound Workplace
Responding to this call does not require a complete overhaul of corporate policy but rather a series of thoughtful, practical adjustments. The Department of Labor’s recommendations focus on low-cost, high-impact accommodations. These include simple environmental adjustments like providing access to temperature controls or allowing for flexible dress codes, logistical support such as ensuring greater access to restrooms, and structural flexibility through options for remote work or adjusted hours. These changes address the most common symptoms and demonstrate a commitment to employee well-being.
Beyond physical accommodations, fostering a culture of openness is paramount. Employers can decrease stigma by incorporating menopause into diversity and inclusion training, ensuring managers are equipped to handle conversations with empathy and knowledge. Promoting awareness of existing benefits that may be relevant, such as mental health support or flexible spending accounts, is a crucial first step, followed by consulting with benefits brokers to add specific menopause-related support. Furthermore, Employee Resource Groups (ERGs) can serve as invaluable, employee-led forums for safe discussion and mutual support.
Ultimately, taking action was not just about doing the right thing; it was also a matter of legal prudence. While menopause is not a specific protected category under employment law, inaction created significant risks. Claims of sex, age, or disability discrimination became plausible if employees experiencing severe symptoms were treated less favorably than their colleagues. In cases where symptoms were debilitating, they could qualify for accommodations under the Americans with Disabilities Act (ADA) or for job-protected leave under the Family and Medical Leave Act (FMLA). The viral club that jokingly declared it did not care served as a crucial wake-up call. The employers who listened and implemented these supportive changes discovered they were not only mitigating legal risks but also strengthening their ability to retain a skilled, experienced, and vital segment of their workforce.