With planned welfare reforms expected to move thousands of people from long-term disability benefits into employment, UK employers are being advised to prepare for a rise in neurodivergent talent entering the workforce – particularly individuals diagnosed with ADHD.
ADHD is one of the fastest-growing adult diagnoses in the UK. While awareness is increasing, many organisations remain unprepared to provide the appropriate support that enables individuals with ADHD to perform effectively. HR leaders are being encouraged to act now to ensure their workplaces are compliant with the Equality Act 2010. Under this legislation, ADHD is considered a disability when it has a significant impact on day-to-day life, requiring employers to implement reasonable adjustments or risk legal challenges.
Dr Mukesh Kripalani, Lead Consultant Psychiatrist at The ADHD Centre, said:
“These reforms will bring change, and with that comes opportunity. The question is whether organisations are ready with the right systems in place.”
Understanding the Workplace Responsibilities Under the Equality Act
The ADHD Centre offers clinical services and workplace training aimed at helping businesses support neurodivergent staff. This includes neurodiversity assessments, tailored training for managers and HR teams, and one-to-one coaching for employees. The aim is to improve understanding, boost staff confidence and build workplace environments where individuals with ADHD can thrive.
Research from Deloitte in the US indicates that diverse teams, particularly those inclusive of neurodivergent individuals, are more likely to be agile, innovative and capable of identifying new opportunities. Dr Kripalani stated that neurodiversity should be viewed not as a barrier but as an organisational asset, provided that the right support mechanisms are in place.
“Individuals with ADHD often demonstrate high levels of creativity, energy, problem-solving ability and hyperfocus on tasks that engage their interest. Companies that understand and support neurodiversity often benefit from increased innovation and dynamic thinking,” he said.
“It is important to understand that this isn’t about doing more, it’s about doing things differently. Small adjustments can make a huge difference in both performance and retention, and it gives people a fair chance to succeed.”
Strategies for Supporting ADHD in the Workplace
The ADHD Centre outlines several approaches organisations can adopt to become more inclusive. These include tailored onboarding processes with extended induction periods, one-to-one coaching for both employees and management, and flexible working models such as hybrid work or designated quiet hours. Additional measures include providing sensory-friendly workspaces, offering clear written instructions to aid task management, and modifying recruitment and interview practices to be more accessible.
Regular check-ins and consistent support structures are also recommended to help both staff and line managers maintain clear communication and respond quickly to any emerging challenges.
Sophie Hailwood, Director of Operations and Neurodiversity Lead at Touchstone, shared her experience of working with ADHD. She said, “Before being diagnosed with ADHD, I struggled with deadlines, emails and focus. I was worried I’d lose my job. After sharing my diagnosis, my employer introduced small but significant changes, like weekly planning meetings, noise-cancelling headphones and breaking down big tasks. The regular coaching sessions have also really helped. Now, I feel understood, supported and valued. I’ve never worked better.”
With increasing focus on welfare reform and workforce inclusion, organisations have an opportunity to lead in building supportive environments for neurodivergent employees. Employers that invest in training, adapt internal processes and seek expert guidance will be better placed to attract, retain and empower this growing segment of the workforce.
