UK workforce financial resilience falls

Financial resilience among the UK workforce has deteriorated over the last 12 months, with just one in four (25%) of people being classified as financially resilient compared to almost a third (32%) in 2025, according to Hymans Robertson.

Meanwhile, those classed as financially vulnerable have risen to 42% compared to 36% in 2025. The drop in financial resilience comes despite more than half (54%) of respondents saying they have access to financial wellbeing support, exposing a clear gap between what employers provide and what employees need. With financial vulnerability rising, employers must pay close attention to the type and design of the financial wellbeing support they offer. By doing this it will help drive earlier engagement, strengthen resilience and protect productivity. Those that fail to act risk higher absence, disengagement and turnover, as resilience continues to fall and vulnerability rises, warns the financial wellbeing firm.

The Employee Financial Stress Index also revealed that financial vulnerability levels are uneven across the workforce. Women are disproportionately affected, with almost half (49%) classed as financially vulnerable, 14% more than men (35%). Baby Boomers are the least financially vulnerable at 29%, compared to 44% of Gen Z, 44% of Millennials and 42% of Gen X.

Commenting on why employers should prioritise inclusiveness in the design of their financial wellbeing support, Steve Butler, Head of Corporate, Hymans Robertson Personal Wealth, says “Just offering financial wellbeing support is no longer enough. With pressures coming at our workforces from all angles, employers have to take steps to ensure that their support isn’t generic or poorly targeted. However, our research shows a clear disconnect between what’s available and what employees actually engage with. 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.

“Well-designed and communicated financial wellbeing support can even help to reduce risks for employers. As employees will likely feel able to better apply themselves in other areas of their lives too. The support can also be more impactful when it’s tailored to different life stages. This is a good way to drive earlier engagement build familiarity steadily, so that when financial pressures do occur, they can be better handled. For employers, it’s about getting the design right, not just increasing provision.”

“Financial vulnerability is rising at a pace that should concern every employer. For many organisations it has become a broader workforce challenge, and it’s not evenly spread with different genders and generations being impacted differently.  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.

“Employers that take a proactive, targeted approach now will be better placed to support their people over the long-term.”