For executive, HR and payroll leaders, financial stress is no longer a private issue employees manage outside of work. It has become a widespread, measurable risk to workforce performance and organisational resilience. Latest research from Zellis’ Financial Wellbeing Report 2025 showed that 92% of employees experience financial stress, and 89% say it has negatively affected their working lives. 

With ongoing economic uncertainty, rising living costs and intense pressure on retention, these figures really matter. When financial stress becomes the norm rather than the exception, it quietly erodes productivity, focus and resilience across the organisation. For employers, ignoring it is no longer a neutral choice – it is a business risk. 

What the data reveals about money worry at work for leaders 

Financial stress doesn’t stay at home. It shows up in the working day in subtle but destructive ways. Employees are worrying about unexpected bills, struggling to make ends meet before payday, or feeling uncertain about their pay and benefits. This anxiety follows them into meetings, deadlines and customer interactions. 

The Financial Wellbeing Report 2025 reveals that almost half of employees say money worries make it harder to focus at work, while more than a quarter say it directly reduces their productivity. This isn’t about a small group in crisis; it’s about a large proportion of the workforce operating under constant cognitive and emotional load. 

When financial stress becomes background noise, it drains mental energy that would otherwise be spent on problem-solving, collaboration and innovation. 

How financial stress shows up in productivity and operational risk

The impact of financial stress is rarely labelled as such on a performance dashboard, but its effects are visible across the organisation. Employees may be physically present but mentally distracted, a classic case of presenteeism. Tasks take longer, errors increase, and decision-making quality declines. 

Financial stress is also linked to missed targets, lower-quality outputs and avoidable absence. Over time, it contributes to burnout and disengagement, pushing people closer to the point of leaving altogether. It’s no coincidence that 89% of employees say their working lives have suffered as a result of money worries. 

For employers focused on performance, productivity and resilience, financial stress is a hidden drag factor – one that traditional wellbeing initiatives often fail to address. 

Why financial resilience improves contribution and return on investment 

The picture isn’t all negative. The same data that highlights the problem also points to a clear opportunity. When employees feel financially confident, their ability to contribute improves significantly. 

The research tells us that 78% of employees say they contribute more at work when they feel financially secure. Confidence reduces distraction, improves focus and frees up mental capacity for higher-value work. It also strengthens resilience, helping employees cope better with pressure and change. 

The report also shows a forward-looking divide: 54% of employees who already have access to financial wellbeing tools expect their situation to improve, compared to just 43% overall. This suggests that the right support doesn’t just alleviate current stress – it builds optimism and momentum for the future. 

Why employers are best placed to build financial wellbeing at scale

Employers are uniquely placed to make a meaningful difference. Pay is a universal experience and a regular “moment of truth” for every employee. How clearly people understand their pay, how predictable it feels, and how much control they have over it all shape their sense of financial security. 

The Financial Wellbeing Report 2025 makes it clear that financial wellbeing should not be treated as a perk or an optional add-on. It is a core part of the employee experience. This is also a leadership issue: only 12% of business leaders say they are unaffected by money worries, highlighting that financial stress cuts across levels and roles. 

By embedding financial wellbeing into core people processes, employers can support employees consistently and at scale, rather than relying on ad hoc interventions. 

How smarter pay tools give employees clarity, control and confidence 

A better pay experience is one of the most powerful levers employers have to reduce financial stress. When employees understand their pay, can see the full value of their rewards, and have tools to plan ahead, financial uncertainty reduces. 

Next-generation financial wellbeing tools focus on practical benefits rather than complexity: 

  • Clearer payslips that reduce confusion and build trust 
  • Pay and benefits visibility that helps employees understand total reward and plan with confidence 
  • Personalised financial education to build capability over time 
  • Money management tools that support budgeting and saving habits 
  • Earned wage access (EWA) that enable access to money already earned in a pay period to help bridge unexpected costs without falling into debt 

Used together, these tools give employees more control over their financial lives, directly reducing stress and improving day-to-day performance at work. 

Turning financial wellbeing into a people and performance strategy 

Financial stress is widespread, and its impact on work is clear. With 92% of employees affected and 89% experiencing negative consequences at work, financial wellbeing belongs firmly on the C-suite agenda. 

For HR and business leaders planning for 2026, the message is simple: financial wellbeing is not just a wellbeing issue, it is a performance lever. Treating it as part of a coherent people strategy can improve productivity, resilience and retention at the same time. 

To learn more about the opportunity for employers to support workforce financial wellbeing, download the Financial Fitness at Work report and explore how Zellis’ employee financial wellbeing solutions can help turn insight into action.