Millions of British people don’t have access to any financial support in the workplace, despite facing a tougher financial situation.
According to Hymans Robertson, just one in four people (25%) are considered to be financially resilient.
That’s down from almost a third (32%) in 2025.
Meanwhile, the proportion of people classed as financially vulnerable has risen from 36% to 42% in the last year.
But just half (54%) of those polled have access to financial wellbeing support.
And even among those who are getting help, it’s often generic or poorly targeted.
As a result, many people aren’t actually engaging with what’s available.
How can financial wellbeing support be improved?
In response to its findings, Hymans Robertson is insisting that just offering financial wellbeing support at work “is no longer enough”.
“Our research shows a clear disconnect between what’s available and what employees actually engage with,” said Steve Butler, head of corporate at the company.
“To be seen as attractive to employees, employers should ensure that the support truly reflects people’s circumstances and feels accessible in a meaningful way.”
Helping employees with money is good for business
Mr Butler stressed that any financial wellbeing support also needs to be well designed and effectively communicated.
This, he argued, would reduce risks for employers, and help colleagues feel “better able to apply themselves in other areas of their lives too”.
Growing financial vulnerability a concern for employers
“Financial vulnerability is rising at a pace that should concern every employer,” Mr Butler continued.
“For many organisations it has become a broader workforce challenge, and it’s not evenly spread with different genders and generations being impacted differently.”
For example, almost half of women (49%) are classed as financially vulnerable, compared with just over a third (35%) of men.
Similarly, 42% of Gen Z adults and 44% of millennials are considered financially vulnerable.
That compares just 29% of baby boomers.
“Employers should pay close attention to how they communicate the wellbeing tools and benefits that they have available to make them relevant to different cohorts for the maximum benefit,” Mr Butler added.
“Employers that take a proactive, targeted approach now will be better placed to support their people over the long-term.”
Written by James Glynn
Senior Financial Content Writer
