For many employees, financial stress isn’t something they leave at home – it’s something they carry with them through the office doors, into meetings, and across every part of their working day. And for organisations, the cost of ignoring this burden is huge.
Recent findings from the CIPD show that one in four employees say money worries are getting in the way of their ability to do their jobs. Meanwhile, the UK’s Financial Capability Survey reports that more than a third of workers have taken time off due to financial stress. That’s millions of days lost to a problem many workplaces still don’t address head-on.
With the cost of living continuing to bite and household budgets under pressure, financial wellbeing is no longer a fringe concern. It’s central to workplace wellbeing – and it’s time employers started treating it that way.
The Missing Link in Employee Wellbeing
Financial stress doesn’t operate in isolation. It touches everything from mental health to performance, absenteeism to presenteeism. When employees are worried about how to make ends meet, it affects their energy, their focus, and their ability to show up fully at work.
The Money and Pensions Service found that more than 11 million people in the UK have under £100 in savings. That leaves them incredibly vulnerable to life’s inevitable bumps – car repairs, broken boilers, or an unexpected bill. Without a buffer, employees are forced into short-term, high-interest debt or go without essentials. The result? A chronic undercurrent of stress that shows up in the workplace as distraction, anxiety, and disengagement.
The impact on business is real:
- Financially stressed employees are more likely to take unplanned absences
- They may be physically present but mentally checked out
- They’re more likely to seek new roles, chasing marginal salary increases as a short-term fix
And in a tight labour market, replacing staff is more than costly – it’s a culture risk.
Closing Wellbeing Strategy Gaps
The good news is that momentum is building. According to the CIPD, the number of organisations with a dedicated financial wellbeing strategy has jumped from just 12% in 2021 to 57% today. That’s a big shift – but it still means almost half of employers are yet to take meaningful action.
Financial wellbeing is increasingly being recognised not just as an HR imperative, but as a core environmental, social and governance (ESG) consideration. Investors and stakeholders are taking note: how a business treats its people – especially in times of economic hardship – says a lot about its long-term values. For those focused on implementing workplace wellbeing, this moment presents both a challenge and a huge opportunity.
What Does Good Financial Wellbeing Support Look Like?
Financial wellbeing support isn’t just about raising pay (though fair compensation is vital). It’s about equipping people with the tools, education, and systems they need to feel confident and in control.
A well-rounded financial wellbeing strategy might include:
- Practical financial education: Simple, accessible workshops, webinars, or online guides to help people get to grips with things like budgeting, saving, credit scores, and managing debt. The aim is to give employees the tools and confidence to feel more in control of their money.
- Credit-building support: Many people struggle with poor or limited credit histories, which can affect everything from getting a mortgage to securing a good deal on a loan. Offering access to credit-boosting tools can be genuinely life-changing.
- Emergency savings options: Helping people build a financial safety net through payroll-linked savings accounts or even employer-matched contributions means fewer employees turning to credit cards or payday loans in tough times.
- Creating a culture where it’s OK to talk about money: Money worries are still a taboo for many. Encouraging open, judgement-free conversations – supported by line managers, internal comms, or wellbeing champions – makes it easier for people to ask for help when they need it.
- Support that fits different life stages: What a 23-year-old graduate needs is very different from a parent juggling childcare costs, or someone thinking about retirement. Tailoring financial support to life stages makes it far more relevant and meaningful.
Technology is also opening doors to more scalable, personalised financial wellbeing solutions. Fintech tools can offer real-time insights into spending habits, deliver nudges for healthier behaviours, and even allow employees to access earned wages early.
Even small interventions – like interest-free loans for travel costs or child care – can reduce financial friction and enable employees to focus on their work, not their next bill.
The Link Between Financial and Psychological Safety
Beyond productivity, this is about building workplace cultures where people feel safe, supported and seen. A culture where financial stress can be talked about without shame. Where someone struggling silently doesn’t have to wait until crisis point to be heard.
Creating this environment is not just a moral imperative, it’s a business advantage. Financially secure employees are more focused, more engaged, and more loyal. They bring their best selves to work and are better equipped to innovate, collaborate and grow.
Financial Wellbeing Is No Longer a “Nice-to-Have” Add-on
Financial wellbeing is now central to employee wellbeing in 2025 – and as workplace wellbeing professionals, you’re uniquely positioned to drive this change.
It starts with asking the right questions: Do your current strategies recognise financial stress as a core wellbeing issue? Are you giving employees the tools they need to feel financially empowered? Because when employees thrive financially, they thrive in every other way. And when businesses commit to supporting financial wellbeing, they don’t just protect their teams, they strengthen their future.
Bea is instrumental in making Loqbox a company that people want to work for, and she brings a wealth of expertise in building strong team cultures infused with collaboration, enthusiasm and ongoing skills development. Recognising the importance of building diverse teams that bring out the very best in people, Bea is especially proud of Loqbox's inclusive work environment, where everyone's hard work, flexibility, ideas and ambition is valued and rewarded.
A graduate of the University of Manchester, Bea worked in a range of consulting, client engagement and strategic recruitment roles for workforce solution providers before joining Loqbox.