For employees, financial security now starts with workplace wellbeing

The last few years, since the pandemic, have seen a shift in the priorities of employees.

Employee wellbeing now outweighs financial worries as the leading concern keeping employees up at night, according to a report by business consultancy firm Mercer.

Between 2023 and 2025, worries of being able to cover monthly expenses have dropped from first to sixth on the list of employee concerns, while physical health and fitness have moved from third to first, and mental and emotional health have moved from seventh to third.

Demographic shifts

Much of that is down to demographic changes. With five generations now working side by side, an ageing population and rise in long‑term health conditions have meant that the needs of today’s workforce look markedly different from those of even five years ago.

Those demographic shifts are also redefining what financial wellbeing really means. No longer is it viewed purely as pay, pensions and benefits. Instead, employees are signalling loud and clear that their financial security is inseparable from their physical, mental and emotional health.

This is not to say that financial worries have vanished. Mercer’s research shows that the leading consideration for employees leaving their job is unfair pay, for example. However, employees are increasingly becoming aware of the need to be fit and healthy to continue working effectively, and in that sense, wellbeing and financial security are intrinsically tied.

These findings sit within the broader context of growing healthcare access challenge across the UK. According to the 2025 Keep Britain Working review, 800,000 more people across the country are out of work today because of health problems than in 2019.

Not only is the NHS under massive strain, but 2026 findings from the Trades Union Congress show that the UK is experiencing unprecedented levels of work-related stress. At the same time, wellbeing is slipping down the corporate agenda in many cases, with return-to-office mandates adding strain.

Better supporting physical, mental and financial wellbeing

Clearly, the data shows that employees are no longer satisfied with workplaces that focus purely on pay. Owing to demographics shifts and changing workforce priorities, many are now favouring firms making an active effort to ensure that staff members feel safe, supported and able to thrive.

While financial security still matters, there’s a growing acknowledgement among the workforce that their mental, emotional and physical health matters to financial security long-term, and that higher levels of pay in the short term aren’t enough to offset constant stress of exhaustion that can impact performance, relationships, health, and long-term fulfilment.

So, how can companies respond and focus on better supporting the wellbeing of their employees?

Creating a culture of care should be prioritised, shifting wellbeing policies away from standalone initiatives, and instead embedding them into the very fabric of the organisation. This should be reflected in leadership behaviours, workloads and job design, processes, performance conversations, and internal communications.

At the same time, wellbeing policies and support mechanisms must be both easily accessible and varied. The kind of support that employees need will vary across age, life stage, gender specific health needs and more, so having a mixture of tools and solutions will ensure that relevant support is provided to everyone.

Take women’s health as an example. It’s an area in which the spotlight has rightfully illuminated a lack of support in the workplace in recent years, particularly in relation to menopause, which affects the fastest‑growing workplace demographic.

According to the CIPD, around 17% of working women have considered leaving work due to lack of menopause support, while 6% have actually left. Meanwhile, nearly a quarter of working women have considered quitting their role due to menopause or menstrual symptoms.

Perhaps most significantly, women with problematic menopausal symptoms at age 50 were 43% more likely to have left their jobs by age 55. Without the right support, it is clear that many women feel that they have no other choice but to leave employment, which has a direct impact on their financial wellbeing.

For organisations, it’s an opportunity

For organisations, it is crucial that workplace demographic and priority shifts are recognised openly at the senior leadership level. Support shouldn’t fall on HR or line managers alone. C-suite execs must also walk the walk as well as talking the talk in relation to physical, mental and financial wellbeing.

When senior figures take the time to openly advocate for wellbeing, or help to reduce stigma by opening up conversations, then employees will feel comfortable in doing the same. Not only is this the right thing to do, but it is also beneficial for companies themselves.

Supporting wellbeing will help in reducing turnover and staff absenteeism, while also mitigating burnout and improving employee performance.

Financial wellbeing must continue to be acknowledged directly. It remains a concern, and financial literacy gaps still exist across all demographics. However, in order to supplement this, and further meet the shifting needs of the workforce, firms must also prioritise health and wellbeing.

Employers that are successful in doing so, rebalancing workloads, promoting greater flexibility, and supporting employees that need it, will be well placed to attract and retain more talent, build trust among their staff, and do the right thing by them too.