Women in the workplace
Women in aesthetic medicine face unique challenges, from navigating maternity leave and menopause support to addressing workplace inequalities such as the gender pay gap, sexism, and biased performance evaluations.
Aesthetic medicine is one of the few healthcare sectors where women form the majority of the workforce. However, despite their dominance, many still face significant barriers when it comes to career progression, workplace equality, and access to leadership roles.
From navigating maternity leave and returning to work to addressing menopause support, gender pay gaps, and diversity representation, the challenges women encounter in the workplace are multifaceted.
Women in aesthetic medicine not only juggle clinical responsibilities but also take on business ownership, research, and innovation.
Yet, systemic issues such as gender bias, sexism, and a lack of structured workplace policies often make it harder for them to reach their full potential.
Maternity leave presents unique challenges in aesthetic medicine, particularly for clinic owners and self-employed practitioners. Many women in the industry balance patient care, business ownership, and family life, making a structured approach to maternity leave essential.
For many women, returning to work after maternity leave can be a daunting transition. Aesthetic professionals often find themselves navigating a system with little formal support for reintegration.
A paper exploring the impact of maternity leave on aesthetic clinicians highlighted the need for a return-to-work scheme. Through semi-structured interviews with eight UK-based female doctors, dentists, and nurses specialising in non-surgical facial aesthetics, the study found that economic pressures, client retention concerns, and botulinum toxin scheduling influenced the duration of maternity leave, averaging just 2.6 months.
Returning to work posed challenges such as breastfeeding logistics, psychological struggles, and staying updated on industry advancements. Participants highlighted a lack of formal guidance, relying instead on informal networks for support.
Dr Priya Chadha, from Acquisition Aesthetics, who set up a Return to Work scheme after returning from maternity leave herself three times in three and a half years, emphasises the need for mentorship, competency-building initiatives, and emotional support during this vulnerable period.
“When you return, particularly after having children, you’re a different person. Your priorities shift, and confidence takes a huge knock. The Return to Work scheme by Acquisition Aesthetics hopes to support practitioners who want a family to lean on; to integrate back in seamlessly with the support that they need to build up their skills and know that there are people who have been in their position that they can lean on, ask advice from, grow and learn from.
We really hope that the scheme is useful to those who are returning for whatever reason. It is a scheme that I wish I had access to that I believe will be of massive value.” Dr Priya Chadha, Acquisition Aesthetics
For clinic owners planning maternity leave or managing an employee’s leave, preparation is key. Effective strategies include:
Creating a maternity cover plan: Making sure there is seamless patient care through locum support or adjusted appointment schedules
Communicating with clients: Informing patients about any changes and maintaining trust
Financial planning: Understanding the impact of maternity leave on revenue and exploring potential government support
Flexible return-to-work options: Implementing phased returns or adjusted schedules to support new mothers
Dr Mei Yeoh reflects on the financial and emotional strain of maternity leave as a business owner: “In an industry where many of us are self-employed or running our own clinics, there’s no built-in support system – no guaranteed maternity pay, no safety net. Instead, we’re left worrying about losing patients, rebuilding our businesses, and staying relevant in a fast-moving field while also navigating the life-changing transition into motherhood.
“As a mother who was the financially responsible one for my family, stepping away wasn’t just emotionally difficult – it was a huge financial strain. The reality is that we don’t always have the luxury of extended time off, and when we do return, we’re expected to pick up exactly where we left off, balancing the demands of a growing business with the demands of a growing family.
“And then there’s mum guilt – that ever-present feeling that no matter how much we do, we’re being pulled in too many directions. We give so much to our patients, our businesses, and our industry – but where is the support for us? It’s time for real conversations about better structures, more flexibility, and a culture that values and supports women in aesthetics – not just as practitioners, but as mothers too.”
Piroska Cavell, owner of Clinic Sese and a former midwife, adds, “Managing those commitments as an employer and as a woman are really difficult because traditionally it's still seen as the woman's role to take care of that.
I don't see many men turning down work opportunities based on childcare. We don't need to be so old-fashioned; there are all sorts of innovative ways that we can support women and make them feel valued.”
Nina Prisk adds, "Maternity leave is such a critical and often overlooked topic when it comes to women in business. It’s challenging to navigate the balance between career, personal life, and the changes that come with motherhood.
"From a business perspective, taking maternity leave is not always an easy decision, especially for women who run their own practices or businesses.
"Juggling those responsibilities is not always straightforward. But at the same time, it’s essential to take time for yourself and your family. Having strong systems in place and a supportive team can make all the difference.
"Flexibility is key to ensuring that women can have both a fulfilling career and personal life. It’s about finding that balance, which is something I think we should all advocate for more.”
Menopause is a significant yet often overlooked workplace issue. With an increasing number of women working into their 50s and beyond, aesthetic medicine clinics must recognise the impact of menopause on both employees and practitioners.
A House of Commons committee report into menopause in the workplace stated that three in five menopausal women (usually aged between 45 and 55) were negatively affected at work. BUPA found that almost 900,000 women in the UK had left their jobs because of menopausal symptoms.
Challenges faced by women going through menopause:
Fatigue, brain fog, and mood changes affecting performance
Hot flashes and other physical symptoms making work uncomfortable
A lack of awareness and open discussions leading to stigma
Employers and clinic owners can implement supportive measures such as:
Flexible working arrangements to accommodate fluctuating energy levels
Access to menopause education and healthcare support within clinics
Creating an open culture where menopause is discussed without stigma
Training for managers and colleagues to recognise and support menopausal employees
Equality for women means equality for all women. According to a report in Modern Aesthetics, “Underrepresentation of racial and ethnic backgrounds in the medical community means that the insights and rich experience of persons of colour are not proportionately influencing the practice of medicine and contributing to the innovation and advancement needed to improve patient care.” In addition, studies show the need for greater representation in leadership roles, clinical research and speaker opportunities for women of colour, too.
A study on gender and racial representation of invited speakers from the aesthetic society annual meetings over a five-year period analysed 1,447 invited speakers and revealed that while female representation increased significantly from 14% to 30%, non-White speaker representation remained stagnant at 25%. The findings emphasise the need for continued efforts to improve representation, particularly in leadership positions, and to create opportunities for underrepresented groups in aesthetic plastic surgery.
There is also a lack of racial diversity when it comes to case studies presented at conferences and in training materials.
Back in 2020, the Black Aesthetics Advisory Board (BAAB), carried out a survey of 90 black aesthetic practitioners from across the UK. Findings showed that 33% had experienced racism from a colleague or supervisor in aesthetics.
On top of this, 81% did not feel well represented in conferences, and 84% did not feel comfortable with the specialities characterisation of beauty.
They also approached 12 brands; of these, only one brand had a black practitioner within a faculty/KOL position.
Less than three per cent of 94 brand sales representatives were of black origin
10% of brands questioned noted black case studies within their current marketing material.
In 2022, Allergan Aesthetics and clinical skincare brand Skinbetter Science partnered on the DREAM Initiative (Driving Racial Equity in Aesthetic Medicine) to make the aesthetics industry more racially diverse.
As part of this, they released the Forces of Beauty® report, a study sourced from approximately 4,000 women of various racial and ethnic backgrounds focussed on the conversation around representation in beauty marketing.
Dr Ifeoma Ejikeme. Founder and Medical Director of Adonia Medical Clinic says, “One of the biggest mistakes businesses make is treating inclusivity as a marketing strategy rather than a fundamental business principle. Rather than focusing on promoting diversity, companies need to focus on implementing real, tangible change.
"Diverse leadership isn’t just about representation; diversity leads to better decision-making, stronger problem-solving, and businesses that genuinely connect with a wider patient base. When leadership teams reflect a variety of backgrounds - whether in gender, ethnicity, or socioeconomic status - the industry as a whole benefits.
“For inclusivity to be meaningful, businesses need to put structured pathways in place to help underrepresented professionals rise into leadership roles. This means actively mentoring and sponsoring diverse talent, reviewing hiring and promotion practices to remove systemic barriers, and measuring progress to ensure that change is actually happening.
“True diversity isn’t a ‘nice to have’ - it’s an essential part of building a modern, forward-thinking business. The aesthetics industry has come a long way, but there’s still more to be done. Inclusivity must become the standard, not the exception.
The biggest mistakes businesses make is treating inclusivity as a marketing strategy rather than a fundamental business principle. Rather than focusing on promoting diversity, companies need to focus on implementing real, tangible change.”
To make the aesthetics industry more inclusive for women of colour, additional steps can be taken, including:
Expanding training materials and case studies: Making sure that educational resources and clinical training include a diverse range of skin tones, facial structures, and ethnic considerations to improve treatment outcomes for all patients
Diversity in Key Opinion Leader (KOL) and faculty roles: Encouraging brands and professional organisations to recruit and promote practitioners from underrepresented backgrounds to speaker panels, advisory boards, and leadership positions
Equitable mentorship and sponsorship programs: Establishing structured mentorship initiatives that provide support, career advancement, and networking opportunities for women of colour and other underrepresented groups in aesthetics
Bias training and workplace inclusion policies: Implementing mandatory training to address unconscious bias, racial discrimination, and workplace inclusivity within clinics and industry organisations
Marketing and branding representation: Making sure campaigns, promotional materials, and advertising reflect diverse beauty standards and feature practitioners and patients of various ethnic backgrounds
Strengthening accountability measures: Encouraging brands and institutions to publicly commit to diversity goals, track progress, and regularly report on initiatives aimed at improving inclusivity
Inclusive hiring practices: Making sure recruitment panels reflect diversity and prioritise equal opportunities
Clinical research representation: Encouraging diverse patient participation in aesthetic medicine trials
Globally, research reveals that no country in the world affords women the same opportunities as men in the workforce.
Research also shows that men often overestimate workplace equality, while women continue to face income gaps and career limitations.
In England, women hospital doctors earn, on average, 18.9% less than men (based on a comparison of full-time equivalent mean pay). Women GPs earn, on average 15.3% less than men and clinical academics 11.9% less than men.
While a 2023 report from Doximity found that the gender pay gap for physicians decreased from 28% in 2021 to 26% in 2022, a joint report from the World Health Organization and the International Labour Organization found that women in healthcare earn 24% less than men.
Bringing it to aesthetics, female plastic surgeons reportedly earn 11% less than their male peers. To address the gender pay gap, the aesthetics market should:
Be transparent about pay structures: Clinics should implement clear pay scales
Negotiate training for women: Encouraging female practitioners to advocate for fair salaries
Challenge unconscious bias: To make sure that gender does not influence pay decisions
Sexism remains a significant issue for women, affecting career progression, workplace culture, and job satisfaction. Reports highlight that many female practitioners face gender discrimination, from being overlooked for promotions to dealing with inappropriate behaviour.
According to a British Journal of Surgery survey, nearly one in three female surgeons in the NHS reported experiencing sexual assault, while 40% received unsolicited comments about their bodies. Examples of sexism in the workplace:
Gender-based assumptions: Women are often questioned on their ability to balance work and family, while men are not
Unequal opportunities: Leadership roles and promotions remain less accessible to women despite equal or superior qualifications
Microaggressions and workplace harassment: Women frequently experience biases, from being talked over in meetings to being excluded from decision-making processes
Gender-biased language: Research reveals that three-quarters of women are labelled as “emotional” in performance reviews, highlighting persistent gender bias in evaluations
To foster an equitable workplace, clinic owners and industry leaders must take active steps, including:
Implementing strict anti-discrimination policies
Providing leadership training for women
Encouraging male allies to support gender equality initiatives
Conducting anonymous employee feedback surveys
Women are continuing to break down barriers and drive progress in aesthetic medicine, yet challenges still remain. As an industry, we must champion, support and uplift women in aesthetics and celebrate their achievements, not just on International Women’s Day but year-round.
Addressing maternity leave support, menopause awareness, diversity, pay equity, gender bias, and sexism can all help create a more inclusive and supportive workplace, empowering women to thrive both professionally and personally.
In an industry where women face unique challenges, from maternity leave to menopause support, it's essential to have a partner that understands and supports your professional needs. Hamilton Fraser provides comprehensive insurance solutions that cater specifically to the aesthetic medicine sector, ensuring that you are protected through all phases of your career and life changes. Let us help you focus on what you do best - caring for and empowering your patients. Discover more about how Hamilton Fraser supports women in aesthetics today.
Get a quote online or contact us on 0800 63 43 881.
