Many organisations have started to respond with financial wellbeing initiatives, but there’s a growing gap between what companies offer and what employees actually need. Often, support looks sensible on paper, but doesn’t land in real life. The question isn’t whether financial wellbeing matters. It is whether or not companies know what employees really want from it to feel stable enough to thrive.
Financial wellbeing is stability
The biggest misconception about financial wellbeing is thinking it’s mainly about education. Of course, financial knowledge helps, but most employees don’t need another session telling them to budget better. Many already know what they should do. What they lack is breathing space and a support system that acknowledges reality.
Financial wellbeing starts with a basic feeling: ‘Am I safe?’
When the answer is no, everything becomes harder. People struggle to concentrate in meetings. They second-guess spending decisions. They become anxious about emergencies they can’t predict. Even small setbacks feel catastrophic when there’s no buffer.
That’s why financial wellbeing at work needs to move beyond generic advice and focus on stability, control, and dignity.
What employees actually want from financial wellbeing support
When you strip away corporate language, employees want fewer money-related surprises and less pressure. In practice, that tends to come down to five core needs.
1) Predictability
Employees want to know what’s coming, and when. That means clear and consistent communication about pay, benefits, and anything that affects take-home income. A payslip shouldn’t feel like a puzzle. Neither should a change to a policy or deduction. Predictability helps employees plan their month and reduces the mental load money stress creates.
Small improvements here can have outsized impact: clearer guidance, fewer last-minute changes, and proactive reminders about what support exists.
2) Practical support, not generic advice
Most employees aren’t worrying about ‘financial literacy’ in theory. They’re worried about real problems: debt, rent increase, childcare, energy bills, or unexpected expenses that throw everything off course.
This is where employers can make a meaningful difference. Practical support might look like confidential debt guidance, straightforward tools that help people budget quickly, or clear signposting to resources that employees can trust.
In short, employees want help that solves something, not content that tells them what they already know.
3) Support without shame
Financial stress carries stigma. For many employees, talking about money feels embarrassing, even when they’re struggling. That’s why engagement often drops when initiatives feel too public, too performative, or too tied to managers.
Support works best when it feels safe: private, confidential, and easy to access without needing permission. The more employees feel they can use support quietly and early, the more likely it is to prevent crises later.
4) Fairness
Employees want to feel that wellbeing support is designed for them, not for an imagined ‘average employee’ who doesn’t exist. Fairness means benefits that work across different income levels, job types, and life stages. It also means avoiding programmes that only suit head-office teams or employees with spare time and energy.
If financial wellbeing support feels irrelevant, employees don’t engage. Not because they don’t care, but because it doesn’t meet them where they are.
5) Control
When money is tight, what hurts most is the feeling of being trapped. Employees want small, practical ways to regain control and feel less exposed to emergencies. That might look like access to financial coaching, simple saving tools, or benefits that allow employees to make choices based on what they need most. The goal is not perfection. It’s momentum.
What employees don’t want (and why many initiatives fail)
Even well-intentioned programmes can miss the mark. Here are four common reasons financial wellbeing support underperforms.
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Turning it into a campaign instead of a system:
A ‘financial wellbeing month’ can raise awareness, but it won’t build long-term security. Employees need sustained support, not short-term messaging. -
One-size-fits-all financial education:
Generic workshops can feel tone-deaf. Employees under real financial pressure need practical pathways, while more financially stable employees may not see the relevance. -
Perks that look good but change nothing:
Discounts and vouchers can help, but they rarely address the emotional core of financial stress: instability. -
Assuming low engagement means low need:
Many employees won’t engage publicly with financial support. Silence doesn’t mean support isn’t needed; it often means the programme doesn’t feel safe or useful.
What good financial wellbeing looks like at work
The best financial wellbeing strategies are layered. They support employees who are stretched now, while also helping others build resilience and plan ahead. Here’s a simple framework HR teams can use.
Level 1: Reduce pressure
Support employees who need stability now:
- Clear pay and benefits communication
- Confidential support pathways
- Signposting to credible resources
- Emergency support routes where appropriate
Level 2: Build resilience
Help employees reduce future stress:
- Structured tools and guidance
- Debt and budgeting support
- Coaching and practical planning
Level 3: Enable progress
Support long-term thriving:
- Pensions and future planning support
- Clear development and progression pathways
- Confidence-building resources
Not every organisation can deliver all three levels at once. But even one layer, implemented well, is better than broad promises with no pathway.
A simple starting point for HR
You don’t need a perfect programme to start making a difference. The best approach is practical and measurable.
- Ask employees what they need (short anonymous survey)
- Choose 1–2 supports employees will actually use
- Communicate clearly (what it is, how to access, what it includes)
- Review after 90 days (usage, feedback, one improvement)
Financial wellbeing support should evolve with your workforce. Start small, learn quickly, and build from what employees actually use.
The bottom line
Financial wellbeing is not a trend. It’s becoming a foundation for thriving at work. Employees don’t need to be taught how to be perfect with money. They need stability, fairness, and support that feels safe to access. When people feel financially secure enough to breathe, they show up with more focus, energy, and resilience. And that’s what thriving really looks like.
