Supporting employees facing financial stress and worry
For many people, the new year does not arrive with a sense of renewal. Instead, January quietly carries the weight of financial worry with bills landing, savings stretched, and the wait for pay day longer than any other time of the year.
Almost half of adults expected to spend more than planned at Christmas and only a minority anticipated having those costs fully cleared by the end of December 2025.* For many households, and especially parents, repayments stretch well into the new year, meaning financial pressure is carried forward rather than being left behind.
While employers are increasingly aware of financial pressure across the year, what is often overlooked is how that pressure intensifies just as work expectations reset. Personal stress increases at the same moment organisations expect renewed focus, energy and momentum.
The January pressure point
The start of the year often exposes how fragile financial resilience has become. In 2025, around one in four UK adults reported they would struggle to cover an unexpected expense of £850**, highlighting how little buffer many people are carrying into January.
For those already managing debt or financial uncertainty, end-of-year spending can tip manageable strain into sustained worry. What makes this period particularly difficult is not only the financial reality, but the emotional impact of realising that pressure has followed people into the months ahead. Feelings of regret, guilt and shame can be common, even when spending decisions are understandable and well-intentioned.
From a clinical perspective, persistent financial worry keeps the brain’s threat system switched on. Over time, this can lead to anxiety, low mood, disrupted sleep and difficulty concentrating.
The workplace impact
Around 67% of anxiety and depression diagnoses at Onebright were linked to stress, with clinical symptoms being exacerbated by ongoing pressures, such as financial worry.
While financial strain is rarely the only factor, it frequently contributes to the cognitive overload, rumination and worry, sleep disruption and emotional exhaustion that affect people’s ability to function well at work.
Many employees continue to show up, but feel mentally preoccupied or depleted. This quiet strain often goes unnoticed until it begins to affect wellbeing, relationships or performance more visibly. January can be a particularly vulnerable point, as workloads increase while personal resilience is already stretched.
Mental health and financial worry
The relationship between financial difficulty and mental health is well established. People who are behind on household bills or struggling with debt are more than twice as likely to report very poor mental health compared to those without financial difficulties***.
In therapeutic settings, financial stress is rarely just about money. It affects people’s sense of safety, control and self-worth. When worry feels relentless or shame prevents people from speaking up, anxiety and depression may follow, or if already present symptoms can be exacerbated.
This is why financial wellbeing should be understood as mental health prevention, rather than a separate or secondary issue. Psychological support is vital, but it is most effective when people also feel practically supported and not alone with their worries.
How employers can respond
1.Recognise January as a pressure point
Simply acknowledging this can make a meaningful difference. When organisations recognise that the new year can be challenging, emotionally as well as financially, it helps reduce shame and reassures employees that they are not failing or falling behind.
2.Train managers to respond with empathy
Line managers are often the first to notice when someone is struggling, but many worry about saying the wrong thing. Managers do not need to fix financial problems. What matters is listening without judgement, responding with compassion and knowing where to signpost for further support.
3.Signpost support
When stress levels are high, people are less likely to seek out help that feels complex or hidden. The new year is therefore an important time to remind employees of the support available to them, including Employee Assistance Programmes (EAPs), access to psychological support and signposting to independent money and debt advice. For some organisations this also includes rapid access to mental health services which allow employees to receive timely support before difficulties escalate. Early intervention can make a meaningful difference, both for individual wellbeing and for preventing longer-term absence.
4.Offer flexibility
Financial stress is often accompanied by poor sleep and emotional fatigue. Where roles allow, short-term flexibility around hours, workload or autonomy can help employees get through this period without becoming overwhelmed. These adjustments are not about lowering expectations, but about supporting people to sustain performance.
5.Treat financial wellbeing as a part of mental healthcare
One of the most important shifts for employers is recognising how closely financial wellbeing and mental health are linked. Addressing money worries early, alongside access to psychological support such as CBT therapy, reduces the risk of more serious mental health difficulties developing later.
Years of economic uncertainty have left many households with depleted savings and limited resilience. For many employees, money worries are ongoing rather than temporary.
The new year is often framed as a time for fresh starts, but for many people it is also a time of vulnerability. Respond with empathy, clarity and timely support, including access to mental health services when needed, to support your employees, increase productivity and long-term organisational resilience.
Employer News:How to support employees facing financial stress and worry