Financial resilience among UK employees has declined over the past year, with only one in four workers now classed as financially resilient.
This is according to research from Hymans Robertson Personal Wealth’s 2026 Employee Financial Stress Index, which found that 25 per cent of employees are financially resilient, down from 32 per cent in 2025, while the proportion classed as financially vulnerable has risen from 36 per cent to 42 per cent.
The findings come despite 54 per cent of employees saying they have access to workplace financial wellbeing support, suggesting a gap between the support employers provide and employees’ needs.
The research also found that financial vulnerability is higher among women than men, affecting 49 per cent of women compared with 35 per cent of men. Baby Boomers were the least financially vulnerable at 29 per cent, compared with 44 per cent of both Gen Z and Millennials, and 42 per cent of Gen X.
Hymans Robertson Personal Wealth head of corporate Steve Butler 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.”
