ADHD in the Workplace – From Frustration to Flourishing

Uncovering the Hidden Factors Behind Performance Concerns

Over the past year, we have seen an increasing number of situations where what begins as a performance concern turns out to be something very different. A manager calls because an employee is missing deadlines, losing focus, or struggling to follow through on tasks. Conversations are held — sometimes informally over a coffee, sometimes formally during a disciplinary meeting — and at some point, the employee explains that they have ADHD, usually as an ‘off the cuff’ comment.

Understanding Adult ADHD in the Modern Workplace

For many managers, this disclosure comes as a surprise. ADHD, or Attention Deficit Hyperactivity Disorder, is still widely misunderstood in the workplace. It is often thought of as a childhood condition, but more and more adults are being diagnosed, including those who have spent years in the workforce without realising why certain aspects of their job felt so difficult. Some only discover their diagnosis in their thirties, forties, or later — often prompted by workplace challenges that lead to an assessment.

Changing Perceptions and Identifying Strengths

When a manager hears “I have ADHD” for the first time, it can shift the whole conversation. What looked like carelessness, or a lack of commitment may actually be a result of how the brain processes information, responds to stimulation, and manages time. This is where understanding and adaptation can make all the difference between a struggling employee and one who thrives.

Recognising Common Traits and Challenges

Employees with ADHD are not all the same, but there are some patterns that can appear in the workplace. A person might be full of ideas yet find it hard to prioritise which one to work on first. They may be able to produce brilliant results under certain conditions but struggle to maintain consistent performance week after week. Forgetfulness can be an issue — not because they don’t care, but because their attention is pulled in multiple directions and details can slip through the cracks. Meetings may feel long and draining, and restlessness can set in, leading to fidgeting or distractions. In some cases, impulsive decision-making happens — sending an email before it’s been fully thought through or speaking out of turn in a meeting.

Harnessing the Power of Hyperfocus

And then there’s the other side of ADHD: hyperfocus. This is when someone becomes so absorbed in a task, they enjoy that hours pass without notice. Hyperfocus can drive exceptional work but can also cause people to neglect other priorities.

Moving From Frustration to Support

For a manager unfamiliar with ADHD, these behaviours can be frustrating. Without the right understanding, it’s easy to see them only as performance problems. With the right support, you can channel those same traits into creativity, innovation, and exceptional problem-solving

Opening Constructive Conversations

The starting point is always conversation. If an employee shares that they have ADHD, or if you suspect it may be a factor in performance, it’s worth creating a safe space to talk openly. This doesn’t mean prying into someone’s medical history but rather asking what helps them do their best work and what obstacles they face day-to-day. The Equality Act 2010 recognises ADHD as a potential disability, which means employers have a legal duty to make “reasonable adjustments” to remove or reduce the disadvantage a person experiences because of their condition. These adjustments are not “special treatment” — they are tools to create a level playing field.

Making Reasonable Adjustments: Practical Strategies

In practical terms, reasonable adjustments for someone with ADHD might include providing written instructions after meetings so they have a clear record to refer back to; breaking down large, complex projects into smaller, more manageable tasks; offering flexibility on working hours if their focus is stronger at certain times of day; allowing them to use productivity tools or apps that help them stay on track; or creating a quieter workspace to minimise distractions. None of these changes need to be costly, but they can have a huge impact on performance and wellbeing.

The Importance of Clear Communication

Clear communication is key. Large, open-ended tasks can feel overwhelming, so agree on specific priorities, realistic deadlines, and regular check-ins. This isn’t about micromanaging — it’s about creating a structure that supports consistent performance. Managers should also consider visual aids like project boards, shared calendars, or reminders, which can be particularly effective for employees with ADHD.

Managing Performance Fairly and Effectively

Performance management conversations require care. If an employee discloses ADHD, first determine whether the difficulties you see relate to the condition and check if you have already made adjustments. Rushing straight into warnings without first exploring these questions can expose the business to legal risk, as a tribunal could view it as a failure to make reasonable adjustments. Instead, adopt an approach that focuses on problem-solving:

• Acknowledge the challenges the employee is facing.
• Collaborate on potential adjustments that might help.
• Set clear expectations about the standard of work required, so the employee understands that the adjustments are there to support them in meeting these expectations — not to remove them.
• Review progress regularly to see if the adjustments are working or if they need tweaking.

Managing Each Situation Individually

Remember that ADHD does not cause all performance issues, and not everyone with ADHD needs major changes. When you take time to understand each situation, you avoid a cycle of frustration and discipline and create an environment where people can succeed.”

Real Stories: The Impact of Support

We have seen first-hand how powerful this can be. One manager told us that once they adapted their approach for a team member with ADHD — agreeing on weekly priorities, setting shorter deadlines, and allowing them to use noise-cancelling headphones — the transformation was remarkable. “It was like night and day,” they said. “Their confidence grew, their stress levels dropped, and the quality of their work soared.”

The Need for Greater Awareness and Proactive Support

As ADHD becomes more widely recognised in the workplace, managers who develop the skills to work effectively with neurodiverse employees will find themselves not only solving performance problems but also unlocking hidden potential. And that’s good for everyone — the employee, the manager, and the business.

Navigating Legal Risks and Trends

As a final thought, there has been a sharp rise in tribunal claims involving ADHD, up more than 750% since 2020, a clear signal that neurodiversity in the workplace can no longer be treated as a niche issue. Employees are increasingly prepared to challenge employers where they believe they’ve been treated unfairly, and the legal system is seeing the impact. While greater awareness is a positive step, it also means the stakes are higher for organisations that fail to understand or accommodate conditions like ADHD.

Why Proactive Support Makes Good Business Sense

My message for employers is simple: proactive support isn’t just about doing the right thing for your people; it’s also about protecting your business. When managers learn to recognise potential signs of ADHD, hold informed conversations, and make reasonable adjustments, they can resolve performance concerns early and avoid costly, time-consuming disputes.In short, understanding ADHD isn’t only good leadership; it’s a smart risk management strategy.

How HR:4UK Can Help You Support Your People

At HR:4UK, we understand that managing ADHD in the workplace can feel daunting, especially when it comes to balancing performance expectations with legal responsibilities. Our team of experienced advisors can guide you through every step — from having the right conversations and identifying reasonable adjustments to navigating performance management fairly and lawfully.

Whether you need immediate advice on a complex case or proactive training to build your managers’ confidence in supporting neurodiverse employees, we’re here to help you get it right. By working with us, you can create a workplace where all employees have the opportunity to perform at their best — and where your business stays protected.