In collaboration with SHRM, Raymond James has launched a new financial wellness survey, exploring the state of financial wellness in today’s workforce – from both employee and HR perspectives – identifying where current programs fall short, where gaps exist and where meaningful opportunities lie.

Gain deeper insights into today’s financial wellness landscape and how organizations can better support their workforce.

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Workplace Financial Wellness Assessment

Developed by Raymond James, this assessment helps organizations evaluate the maturity of their employee financial wellness strategy and identify opportunities for improvement. It evaluates five key areas of financial wellness program maturity:

Strategic leadership and ownership
Integration with employee benefits
Employee experience and engagement
Manager readiness
Measurement and program effectiveness

How mature is your organization's financial wellness strategy?

Complete this assessment to benchmark the maturity of your employee financial wellness program. A Raymond James financial advisor will review your responses and schedule a follow-up conversation to discuss your results, identify areas for enhancement and share ideas that may help improve employee outcomes.

Estimated time: 5-7 minutes.

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1. Strategic clarity and executive ownership There is a documented strategy (not just a collection of tools or vendors). Objectives are clearly articulated and tied to business outcomes (engagement, turnover, stability). Joint ownership exists between human resources and finance (not siloed). Executive sponsorship is clear and active.

Unchecked boxes? This may indicate financial wellness is perceived as optional or transactional rather than strategic.

2. Integration across benefits and well-being Financial empowerment is embedded within total rewards and well-being (mental health, EAP, benefits). Communications are coordinated and consistent across channels. Offerings support employees across income levels and life stages (e.g., 401(k), emergency savings, planning, deferred compensation). Vendor ecosystem is intentionally designed – not additive or duplicative.

Unchecked boxes? This may indicate that employees are left to navigate complexity on their own, reducing a program’s utilization and impact.

3. Simple, actionable employee experience The program helps employees identify the “next right financial action.” Tools support near-term financial resilience (cash flow, savings, debt) in addition to long-term planning. Personal guidance or conversations are available when decisions become complex. Offerings are segmented by need or life stage – not one-size-fits-all.

Unchecked boxes? This may indicate that financial stress persists for employees, despite access to tools.

4. Manager enablement and cultural normalization Managers are trained to recognize how financial stress may show up at work. Managers understand where to direct employees (without giving financial advice). Managers are positioned as connectors, not experts. Financial help seeking is normalized and stigma is actively reduced.

Unchecked boxes? This may indicate that employees’ financial stress goes unnoticed until performance declines.

5. Measurement, accountability and ROI discipline Clear metrics are defined (utilization, perceived value, engagement linkage). Financial wellness outcomes are connected to retention and workforce planning. Turnover costs are understood and factored into decision-making. Financial empowerment is treated as an investment with expected returns, not a sunk benefit cost.

Unchecked boxes? This may indicate program effectiveness is assumed rather than proven.

Overall Program Maturity

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Underdeveloped: Fragmented tools, no strategy, limited impact Developing: Intentional effort, but siloed or inconsistent execution Integrated: Clear strategy, aligned ownership, improving outcomes Highly Developed: Financial empowerment is a measurable workforce lever

Executive Reflection

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What workforce risks are we trying to reduce through this program? Where are employees most likely getting stuck financially today? Are we investing more in access, or in impact?

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SHRM is a current client of Raymond James. SHRM receives cash compensation from Raymond James in exchange for priority placement and brand promotion at conferences, shared authorship of marketing materials, and the contact information of attendees at SHRM conferences. SHRM’s receipt of cash compensation creates an incentive for SHRM to market investment advisory services of Raymond James. Raymond James is not affiliated with SHRM. SHRM does not offer investment advisory services.

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