Yet our recent research suggests they deserve far more attention from HR and leadership teams. Beneath the spreadsheet lies a quiet issue that can erode trust, engagement and even productivity across UK workplaces.

Whileย 69%ย of finance leaders believe their expense policies are clear, only 39% of employees agree. That gap may sound like a small misunderstanding, but it could signal a breakdown in communication and confidence. How does this impact culture?ย Well, what we do know is that when people donโ€™t feel empowered to spend appropriately on behalf of their organisation, the result isnโ€™t prudence, itโ€™s inertia.

When confusion becomes culture

Two in fiveย employees say they avoided spending altogether because they were not sure what would be reimbursed. Nearly half have paid for something work-related and never claimed it back. The practical outcome is lost money, but the emotional impact runs further. If an employee feels anxious about doing something wrong, even inadvertently, when doing something as simple as submitting an expense, what does that say about their sense of autonomy? More worrying is that it createsย a level of stressย that can be avoided.

Are employee expense policies a finance issue or a culture issue?

When processes feel opaque, people default to avoidance or workarounds.

Poor expense policies often highlight a disconnect between departments.ย Nearly halfย of employees say theyโ€™d go to their manager, not the finance team, to clarify a claim. That points to a cultural issue, as employees may not feel confident in engaging directly with the finance department.

At its core, weโ€™re not just talking about receipts and financial admin but about relationships. Expense policies, like all organisational rules, communicate values. Are employees trusted toย make the right decisions? Do systems enable or restrict them? Do leaders see financial control as a partnership with staff, or as a policing exercise?

Where HR or managemnet can step in

Finance may own the policy, but management and HR drives the cultureย that surrounds it. Together, the two functions can create a framework that empowers rather than frustrates. Start by reframing expenses not as a compliance task, but as part of the employee experience. Clear, modern policies written in accessible language and supported by user-friendly technology send a message that the organisation trusts its employees to do the right thing.

Encouraging open conversations about expenses also helps dismantle stigma. If over half of employees hesitate to submit legitimate claimsย out of fear or embarrassment, something needs to change. HR can lead by example by equipping managers to discuss spending decisions confidently, normalising transparency around financial processes.

Clarity builds confidence

In an era where autonomy drives agility, clarity is the ultimate enabler of success. Organisations that modernise outdated expense processes can save time and reduce errors, yes, but itโ€™s also a way of signalling respect for employeesโ€™ judgment and time. Thatโ€™s a powerful driver of morale.

When finance and HR leaders collaborate to create transparent, fair, and inclusive expense policies, the impact extendsย beyond compliance. It builds trust, reduces unnecessary stress, and makes a workplace where people feel both accountable and empowered, which is the foundation of any high-performing team.

After all, expenses arenโ€™t just about money. Theyโ€™re about the everyday moments when employees decide whether they feel confident acting in the companyโ€™s best interests. Getting that right can pay dividends far beyond the balance sheet.

By Jo Smallwood, head of learning and development forย spend management solution providerย Soldo