Thousands of organisations are starting to approach financial wellbeing not as a box-ticking exercise, but as a measurable opportunity to create happier, more engaged teams. Financial resilience – the ability to withstand unexpected financial changes, plan ahead and meet everyday needs – is becoming a defining marker not just of employee wellbeing, but also of business success. While the financial challenges facing some groups of employees are significant, the good news is that employers have more tools, insight and influence than ever before to make a tangible difference.

Evidence suggests that providing the right tools to improve short, medium, and long-term financial health has a major impact: 48% of UK employees would consider switching employers, and 28% would stay in their current job for longer. In the US, workers are up to three times more motivated when supported with practical financial tools. Yet, many initiatives still fall short – relying too heavily on education and failing to address the crucial ‘action gap’. Employees need more than knowledge; they need tangible, inclusive, and sustained support to build true financial resilience.

The state of financial wellbeing: a critical business issue

Financial wellbeing remains a national issue; in 2025, 42% report overwhelming concern about their finances, and 27% of employees worry about money every single day – an anxiety underpinned by precarious financial positions. One in six UK adults possess no savings, while a third hold £500 or less. This is also reflected by the Financial Conduct Authority’s (FCA) recent findings that one in ten have no savings. Making matters worse, over a fifth are borrowing more, and for 45%, setting aside savings is perceived as unrealistic. These statistics paint a clear picture of widespread financial vulnerability.

For employers and decision-makers across HR, reward, benefits, and executive leadership, the imperative is clear: fostering financial resilience is not only a moral responsibility but also a distinct strategic advantage, driving increased engagement and reduced turnover, higher productivity and overall wellbeing. 

Employer strategies: moving from awareness to tangible action  

Employees are increasingly looking to employers for support. Research shows that almost half of all UK workers believe their employer cares about their financial health, more so than banks or the government. Despite this, a disconnect remains when it comes to meeting diverse employee needs. Leaders often misinterpret the root causes of financial stress, attributing it to lack of knowledge rather than lack of means or access. Even though healthy financial behaviours are generally understood by employers, significant barriers prevent them from acting on this knowledge (the ‘action gap’). Despite 93% of UK employers having financial wellbeing support in place, only one in five employees believe this meets their needs. In the US, 76% of employers think they provide a supportive environment, but only 39% of employees agree. 

Education alone is insufficient; practical tools and accessible solutions are required to bridge the gap between intention and action. The strategic solution lies in building and measuring employee financial resilience – a tangible state influenced by interconnected factors. By focusing on a set of key indicators like a savings buffer, support with debt position and management, income stability and credit status, organisations can move beyond anecdotal observations to data-driven strategies with lasting, positive impact.

Overcoming common barriers to financial resilience: an action plan catered to employee’ needs

In order to support employees through persistent economic pressures, employers are realising the benefits of fostering resilience and mitigating financial exclusion. A practical financial resilience action plan should:

• Offer a holistic, practical toolkit that addresses short, medium, and long-term needs – including budgeting support, savings schemes, flexible ways to get paid and money coaching.
• Prioritise financial inclusion: Recognise that traditional financial products  exclude many employees (only 4% have credit scores accepted for traditional lending), and offer inclusive solutions like access to fair, affordable credit.
• Foster savings habits: Leverage workplace savings programmes, ideally structured on an opt-out basis, to remove friction and automate positive financial behaviours. 
• Address income volatility: Adopt standards like the Living Wage Foundation’s ‘Living Hours’ to provide predictable hours and pay, mitigating a key driver of financial instability for low-paid and insecure workers.

A holistic approach offering solutions that address the “cost of life,” not just the “cost of living” is essential. This requires moving beyond one-size-fits-all benefits to offer a suite of support that builds genuine financial resilience for all employees. 

By following the above as a starting point, employers can move from well-meaning gestures to impactful, data-driven strategies, unlocking the full potential of their teams.