In workplaces across the United Kingdom, awareness of neurodiversity is growing. Yet, for many employees living with ADHD (attention deficit hyperactivity disorder), there remains a lack of understanding about how the condition affects everyday working life. With experts estimating millions of adults across the UK may live with ADHD, employers have both a moral and legal responsibility to provide the right support.
Misunderstandings in the workplace
ADHD remains one of the most misunderstood conditions in the professional world. Wrongful assumptions persist—employees are sometimes unfairly labelled as “lazy” or “disorganised.” In reality, ADHD can affect concentration, time management, and decision-making. However, many individuals with ADHD excel in creative problem-solving, innovation, and hyper-focus on tasks.
“ADHD is not about being difficult, it is about being different,” explained Sarah Johnson, a London-based workplace coach who specialises in supporting neurodiverse employees. “Too often, colleagues mistake a different style of working for a lack of commitment. In fact, people with ADHD often bring incredible energy and insight into projects if given the right conditions.”
This sentiment is echoed by Manchester marketing manager Daniel O’Neill, who received his ADHD diagnosis as an adult. “When I finally understood my condition, it made sense of years of being told I was chaotic. The truth is, my way of working looks different but it gets results. Employers who take time to recognise that difference, rather than criticise it, see better outcomes from me and my team.”
The lived experience of employees with ADHD
For many professionals, ADHD is a balance of strengths and challenges. While some find themselves highly effective in bursts of deep concentration, others struggle with structuring tasks or avoiding burnout. Misconceptions often make matters worse, leaving employees in the workplace feeling less fulfilled, misunderstood or undervalued.
Take organisation, for example. A cluttered desk might appear chaotic to others, but for someone with ADHD it may represent an effective system tailored to how they process information. As Johnson points out: “What looks like disorder from the outside can actually be a well-structured method of working for the individual.”
Employers’ obligations to employees with ADHD
Under UK equality law, ADHD is classed as a disability if it has a substantial, long-term impact on day-to-day activities. Employers therefore have a legal duty to make reasonable adjustments. These can include:
- Flexible working arrangements such as remote work options or varied start and finish times.
- Clear and consistent communication, for example providing written follow-up after meetings.
- Environmental support like quiet spaces, noise-cancelling equipment, or desk organisation tools.
- Practical adjustments including task management software or structured deadlines.
- Awareness training for managers and staff to build empathy and reduce stigma.
These measures not only meet legal obligations but also unlock the full potential of employees whose talents may otherwise be overlooked.
Building inclusive workplaces
Creating an inclusive culture requires more than compliance—it calls for empathy and proactive support. Simple acts, like asking an employee “How do you work best?” can open conversations that reduce stress and boost productivity.
As O’Neill noted: “Once my employer started asking what worked for me, rather than telling me how I should work, my performance improved dramatically. It’s proof that inclusion isn’t just about fairness—it’s good for business too.”
By recognising and valuing the diversity of thought that ADHD brings, employers can foster stronger teams, greater innovation, and improved wellbeing across their workforce whilst avoiding discrimination.
