Financial resilience for shift, gig and zero-hours employees

As a CFO at Personal Group, Matt Cohen spends a great deal of time thinking about how businesses manage risk, absorb shocks and prepare for uncertainty.

For many of the people who keep our organisations running, financial resilience is an incredibly personal issue. It can mean covering an unexpected car repair, coping with fewer working hours or getting through an illness without falling into debt.

For employees on lower or unpredictable incomes, even relatively small financial shocks can have significant consequences. Royal London research shows that almost one in five adults in the UK have less than £100 in cash savings.

So, are employers doing enough to support those who have the least financial flexibility?

Financial resilience isn't one-size-fits-all

Building financial resilience is particularly challenging when earnings fluctuate.

For shift workers, gig contractors and employees on zero-hours contracts, unpredictable income can make budgeting, saving and planning ahead difficult.

The TUC estimated in September 2025 that four million people in the UK were in insecure work, highlighting the scale of the challenge.

Yet many workplace financial wellbeing initiatives focus on longer-term savings, pension contributions and financial planning. These are valuable, but they may not address the immediate concerns of employees struggling to cover everyday expenses.

Employers need to recognise that financial resilience means different things to different people. For some, it's about preparing for retirement. For others, it's about making it to the next payday.

Making support relevant and accessible

The first step is understanding what employees actually need.

Practical budgeting guidance, independent debt advice, everyday savings opportunities and appropriate financial protection can all help employees manage financial pressures.

But offering support is only part of the equation. Employees also need to know what's available and understand how it could help them.

Deskless workers may not have regular access to company emails or computers, making traditional benefits communications less effective.

Accessible technology, straightforward communications and face-to-face conversations can help bridge this gap, particularly where employees need reassurance or guidance to understand their options.

From a financial perspective, there's limited value in investing in benefits that employees don't know about or cannot access.

Protection against the unexpected

Financial wellbeing is often discussed in terms of saving more or managing money better. But resilience also means having protection when circumstances change unexpectedly.

An accident, illness or hospital stay can create additional costs or disrupt earnings. For employees without substantial savings, the consequences can be serious.

Appropriate workplace insurance can provide a financial safety net, helping employees manage certain unexpected expenses alongside other financial wellbeing support.

However, the value of protection depends on employees understanding what they're covered for, recognising its relevance and being able to access it quickly.

Employers should consider protection as part of their wider financial wellbeing strategy, rather than treating insurance as a standalone benefit.

The business case for financial resilience

Financial pressures don't disappear when someone starts a shift. Worries about bills, debt or unexpected costs can affect wellbeing and concentration.

For businesses relying on frontline workforces, supporting financial resilience should be part of a broader approach to workforce stability and employee retention.

As CFOs, we should look beyond the cost of providing benefits and consider the value they deliver.

Are employees engaging with the support available? Is it relevant to different workforce groups? Are we reaching those who could benefit most?

Employee feedback, engagement data and benefits take-up can help identify where investment is making a difference and where improvements are needed.

Building resilience from the ground up

Employers cannot eliminate financial insecurity, but they can make meaningful improvements.

That means recognising the different financial circumstances across their workforce, providing practical support for everyday challenges and ensuring employees have appropriate protection against unexpected events.

Above all, it means making financial wellbeing support relevant, accessible and easy to understand.

As CFOs, we know resilience isn't simply about having resources available. It's about having the right safeguards in place when they're needed.

The same principle applies to our people. A financially resilient workforce starts with ensuring support reaches those who have the least capacity to absorb financial shocks.