In a recent tribunal case, an employment judge denied the claim of a young man diagnosed with attention deficit hyperactivity disorder. This has brought to light the implications of this condition for employers and employees.
Experts agree that it is more likely that ADHD was underdiagnosed in previous decades than that it has been overdiagnosed now.
The number of ADHD patients treated with drugs in England has almost tripled since 2015. With the NHS struggling to cope with the size of the problem, a recent study suggests it would take 8 years to evaluate all adults waiting on the list.
Dr Ulrich Muller Sedgwick is the ADHD champion for UK’s Royal College of Psychiatrists. He says the prevalence of ADHD is about 3-4% of UK adults. This is a remarkably large proportion, considering that it has only been 16 years since it was officially recognized by the National Institute for Health and Care Excellence.
The prevalence of ADHD may be stable, but the incidence – or the number of people who are diagnosed with ADHD – is on the rise. Some people with ADHD are able to thrive in the workplace, while others have difficulty with routines and interactions. Many of them do not work and live off benefits. It is possible that this will change in the near future.
In the Bristol employment case, a trainee with ADHD threatened a colleague when his lunch box was “destroyed”, in a joke. A colleague recorded his response. Tribunal heard that pranks were common at work. Scania dismissed the apprentice for his reaction, despite his disclosure and apology for his “spontaneous behaviour”. They felt that he was able to judge right from wrong, and could have taken a moment to moderate his behaviour instead of threatening him.
Employers are being warned to prepare themselves for the influx of neurodivergent workers, especially those with ADHD, as a result of proposed welfare reforms.
The Equality Act 2010 defines ADHD as a physical disability when it has a significant impact on daily life. Employers must therefore make “reasonable accommodations” for employees diagnosed with ADHD. If employers fail to comply, they could be exposed to discrimination claims and other legal issues.
Dr Mukesh Kirpalani, lead consultant psychiatrist at The ADHD Centre, says, “These [benefit] changes will bring about change and opportunity.” The question is whether organizations are prepared with the right systems.
The ADHD Centre provides support to employers and employees through a neurodiversity treatment and assessment service, as well as practical training for HR and management teams. This helps them understand and better support staff who have ADHD. The centre also offers one-to-one training for employees to help them gain confidence and manage their workload.
Dr Kripalani believes that neurodiversity is not a barrier, but rather a potential asset for any organisation with the right strategies in place.
He continues: “Those with ADHD are often creative, energetic, have a high level of problem-solving abilities, and can be hyperfocused on tasks they find interesting. Neurodiversity is often a benefit to companies that support and understand it. They can also see increased innovation and dynamic thought. Employers should not view adjustments as burdens but rather as an opportunity to uncover hidden talent.
He says that employees and organizations will have to adapt in order to respond. “Small changes can have a big impact on performance and retention. It gives people the chance to succeed.”
Sophie Hailwood is a director at the Yorkshire-based mental healthcare charity Touchstone and the lead on neurodiversity. She describes how adjustments may help. “Before I was diagnosed with ADHD, my focus, deadlines and emails were a problem. I was afraid I would lose my job. My employer made small, but important changes after I shared my diagnosis. He introduced weekly planning meetings, noise cancelling headphones, and the breaking down of large tasks. Regular coaching sessions also helped. Now I feel valued, understood and supported. “I’ve never worked more efficiently.”
The ADHD Centre recommends:
- Onboarding tailored – with extended periods of settling in and structured induction
- Offer one-on-one coaching to staff, managers, and HR departments about managing neurodivergent employees.
- To support mental health and productivity, provide staff with flexible work models.
- Written instructions that break down complex tasks into smaller, more manageable steps will help with memory and task management.
- Access to quiet zones and noise-reducing tools
- Recruitment and interviewing: a different approach
- Regular check-ins with staff and managers and constant support
The centre recommends that organizations train their teams, create inclusive processes and seek out expert guidance immediately if they want to attract and retain the new wave of recruits.
Existing employees need to be supported to better understand their differences and the way some colleagues may react to jokes and banter.
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