ADHD and the Workplace; What You Should Know

Did you know it’s estimated that around 15-20% of the UK population is neurodivergent, including people with ADHD, autism, dyslexia and dyspraxia, with many remaining undiagnosed and unidentified, particularly among older adults?

Did you also know that according to the Office for National Statistics (ONS), 61.1% of the UK population was “Working age” (16-64) in 2024, and as of March-May 2026, ONS figures show 75.1% of “working age” people were in employment? 

Therefore it stands to reason that neurodivergent people are already part of almost every workforce in the UK.

That means ADHD is increasingly becoming part of the workplace conversation. As awareness grows, employers are having to think differently about DEI and accessibility, and what this means in everyday working life.

Many employees are choosing to seek a formal diagnosis, but with lengthy NHS waiting lists continuing to grow, some may seek workplace support before receiving one. Importantly, a formal diagnosis is not legally required for an employee to request reasonable adjustments.

ADHD, diagnosis and the workplace

ADHD diagnosis rates have increased significantly, particularly since the pandemic. However, ADHD remains underdiagnosed in many groups, especially adults who may have developed strategies to manage their differences throughout their working lives.

However, a formal diagnosis is not required to receive workplace support.

Under the Equality Act 2010, ADHD can meet the legal definition of disability where it has a substantial and long-term adverse effect on normal day-to-day activities, including employment. Where this applies, an employer has a legal duty to make reasonable adjustments. Acas confirms that a worker does not need a diagnosis to be considered disabled.

Neurodiversity is also increasingly visible in employment tribunal cases. Analysis of government data found 265 cases involving neurodivergent conditions in 2020, rising to 517 in 2025. These are not official published statistics and provide only a partial picture, but the increase is notable.

Where can employers get it wrong?

Issues can arise when employers:

• fail to consider reasonable adjustments before performance or disciplinary procedures;
• misunderstand differences in communication, focus or emotional responses as poor attitude;
• insist on a formal diagnosis before considering support;
• lack manager training and confidence around neurodiversity; or
• assume reasonable adjustments are expensive or amount to preferential treatment.

Acas recommends considering support before formal performance procedures and working with employees to understand what adjustments may help.

Reasonable adjustments for ADHD

Reasonable adjustments do not necessarily involve significant expense. For someone with ADHD, they could include:

• additional or regular breaks;
• a quieter workspace or noise-cancelling headphones;
• written instructions alongside verbal communication;
• breaking larger tasks into manageable stages;
• regular check-ins and deadline reminders;
• changes to meeting structures;
• flexible working arrangements; or
• additional time to process information.

Reasonable adjustments are not about lowering performance or safety standards. They remove unnecessary barriers so an employee has a fair opportunity to meet required standards. Employers should consider each request individually and, where something is not reasonable, explore effective alternatives.

Good ADHD adjustments can benefit everyone

An adjustment designed for one person can often improve the working environment for many others.

Clear written instructions can benefit everyone. Quieter spaces can improve concentration. Better meeting structures can improve communication. Flexible working can support people with caring responsibilities, health conditions or different working styles. Regular check-ins can improve clarity and accountability across a team.

This is where inclusion becomes more than compliance: it becomes good workplace practice.

The latest Neurodiversity Index highlights a significant gap between employer confidence and employee experience. While employers report preparedness of around 70-75%, only around 32-38% of neurodivergent employees report feeling psychologically safe or confident that their organisation understands their needs.

The challenge is therefore not simply knowing that ADHD exists. It is creating a workplace where people feel safe to discuss what they need and managers know how to respond.

Ultimately, a good DEI structure is about creating a workplace where people can contribute, perform and thrive without unnecessary barriers – and the right reasonable adjustments for ADHD can be good for everyone.