In today’s tight labor market, benefits beyond salary increasingly define competitive differentiators. According to forecasting by Transamerica, around 47% of employers are expected to offer a comprehensive financial wellness program by the end of 2026. For HR leaders who feel they may already be falling behind, that statistic should ring an alarm bell rather than provide comfort.
As part of the Senior Executive HR Think Tank, we regularly convene expert voices across employee experience, talent, performance, DEI and AI-driven HR. Their collective wisdom underscores that financial wellness is no longer optional—it’s rapidly becoming table stakes in the war for talent. This article explores what that shift means in practice and outlines the specific dimensions of financial wellness support HR decision‑makers need to prioritize now.
Why the Transamerica Projection Matters
According to Transamerica’s Prescience 2026 study, many of the fastest-growing benefits between now and 2026 will include emergency savings programs, student loan repayment support, credit improvement offerings and mortgage or rent assistance. In effect, HR is being asked to evolve beyond retirement‑plan design into more holistic financial care.
Moreover, the urgency of the shift is borne out in real time. Bank of America’s 2025 Workplace Benefits Report shows that the share of workers seeking help from employers for near-term financial needs—emergency savings, debt, cash flow—has doubled from 13% in 2023 to 26% now. Meanwhile, 72% of workers report at least some financial stress, with one‑third citing very high levels of strain. That stress translates into productivity loss, disengagement and turnover risks.
In short: By the time 2026 arrives, HR organizations without credible financial wellness programs risk being outpaced—not just by competitors, but by baseline employee expectations.
“Your people are your partners in success, and their success is tied to their individual wellness and happiness.”
Build Benefits Around Employee Voice
Financial wellness programs are only effective if they reflect the actual needs of employees—not just HR’s assumptions. Jason Elkin, Co-Founder and Chief Innovation Officer at EQUALS TRUE, argues that the old top-down approach to benefits design is outdated. “CHROs would be best served if they tossed aside the traditional policy update session in favor of actively listening to their population,” he says. “Your people are your partners in success, and their success is tied to their individual wellness and happiness.”
Elkin recommends replacing static benefit packages with customizable, lifestyle-based options that employees can select based on their stage of life or financial situation. “The needs of a single new grad are hardly the same as a 20-year professional with a family,” he notes. Allowing employees to choose—and even suggest—benefits fosters ownership and loyalty, while also ensuring the offerings stay relevant as workforce demographics shift.
“Effective programs balance immediate wellness with future security.”
Address Financial Stress in the Short Term
While many employers focus on long-term retirement planning, employees often need help managing immediate financial stress. Ulrike Hildebrand, Strategic HR Advisor and Senior Consultant at Pin-Point Solutions, LLC, says HR leaders should start by identifying their workforce’s most pressing concerns. “Financial wellness programs need to go beyond the standard 401(k) guidance, which often has low engagement,” she says.
Instead, she recommends focusing on tools that support day-to-day financial stability: emergency savings, student loan assistance, flexible savings accounts and budgeting resources. “Effective programs balance immediate wellness with future security,” Hildebrand says. These practical, near-term supports help employees manage debt, reduce anxiety and ultimately improve retention and productivity.
Focus on Education, Emergency Savings and Debt Support
“Employees who feel financially secure are generally more productive, less stressed and more engaged at work,” says Laci Loew, Fellow, HR Analyst and People Scientist at the Global Curiosity Institute. She believes financial wellness must include three core pillars: education, debt management and emergency savings.
To support that, Loew advises offering resources that help employees build confidence in managing their money—like budgeting tools, investing education and retirement planning workshops. Debt reduction programs and emergency savings support are also critical, especially in today’s economy. But programs must be tailored: “Gather feedback from employees to understand their specific needs and preferences,” she adds.
“Integration with EAPs and mental health benefits, along with behavioral nudges like auto-enrollment or gamification, enhances impact and engagement.”
Integrate Financial Wellness Into Culture and Measurement
To make an impact, financial wellness programs must go beyond stand-alone offerings and become part of a company’s culture of care. Divya Divakaran, Director of HR at EVS, Inc., says that for programs to truly work, they must be robust, personalized and consistently measured. “Integration with EAPs and mental health benefits, along with behavioral nudges like auto-enrollment or gamification, enhances impact and engagement,” she explains.
Divakaran recommends starting with a workforce needs assessment, then piloting high-impact features like digital tools and one-on-one coaching. “Choose vendor partners that combine digital and human support,” she adds, “and embed programs into benefits communication and culture.”
Measuring utilization and satisfaction also allows HR to continually refine the offerings and demonstrate ROI. “Done well, financial wellness programs reduce stress, strengthen retention and build a healthier, more resilient workforce,” she notes.
Next Steps for HR Leaders
- Build modular, choice‑driven benefits. Don’t force all employees into the same package. Offer optional streams based on life stage and need.
- Think beyond retirement. Start with immediate financial stressors—emergency savings, debt relief, budgeting tools.
- Focus on education, debt and savings. Zeroing in on these three pillars can have a big impact on stress drivers and productivity.
- Embed richly into culture and systems. Integrate financial wellness with EAPs, behavior nudges, vendor mixes and measurement systems.
Elevating Financial Wellness From Perk to Priority
The projection that nearly half of employers will offer comprehensive financial wellness by 2026 is not a distant signal—it’s a call to action. HR leaders who delay risk ceding ground in talent acquisition, retention and employee well‑being.
To catch up, begin with listening. Then, build modular, short-term-friendly tools for emergency savings, debt help and education before layering in retirement strategy. Embed these supports into your broader culture of care, align them with mental health and EAPs, and consistently measure impact.
Financial wellness isn’t a checkbox—it’s a strategic differentiator. The time to begin is now.
