Think different: Inclusive workplaces for employees with ADHD

We know that successful businesses are built on all types of talent.

Which is why, as part of ADHD Awareness Month, we want to highlight that supporting neurodiverse employees goes beyond meeting legal requirements. It means recognising that people think, work and perform in different ways, and creating an environment where they have the opportunity to do their best work.

ADHD can affect areas such as attention, time management, organisation and impulse control, although people's experiences vary enormously.

It can also be associated with strengths that are valuable at work, including creativity, energy, problem-solving and the ability to become deeply absorbed in areas of interest.

Co-founder of Higginson Strategy, an award-winning Communications Agency in London, John Higginson said of his diagnosis:

“The jobs I have sought out in life have been perfect for me. Being a journalist under the stress of a daily deadline and now a small business owner plays to my high-risk tolerance and low boredom threshold.

“But ADHD is not just an advantage to me as an entrepreneur. I can also see the advantages it brings to the workforce. Public Relations is all about finding new and interesting ways of saying things that are not always obvious. For me that means hiring individuals with ADHD is not just about inclusion; it’s a strategic decision that can provide significant benefits to our purpose-led clients.”

Understanding ADHD at work

You start your day with the best intentions: you have your to-do list, you’re ready to jump in, and then… something distracts you. Your mind races from one idea to the next, making it hard to stick with a single task.

That is one possible experience of ADHD at work. For someone else, it could look completely different.

Understanding those differences matters because the environment around a person can influence how easily they are able to use their skills and manage the things they find difficult.

Support therefore starts with the individual. Ask what helps them work effectively, listen to the answer and avoid assuming that the same adjustment will work for everyone.

Strengths people with ADHD may bring to work

There is no single ADHD personality or set of strengths. However, some people with ADHD describe qualities that can become particularly valuable in the right role and environment.

Creative problem-solving

Some people with ADHD describe thinking in highly associative ways, making connections between ideas and approaching problems from unexpected directions.

Energy and enthusiasm

In roles and subjects that strongly engage them, some people with ADHD can bring considerable energy, curiosity and enthusiasm.

Resilience and adaptability

People who have spent years finding ways to work with challenges around attention, organisation or conventional ways of working may develop their own strategies for adapting and solving problems.

Working across fast-moving priorities

Some people thrive in roles with variety, pace and changing priorities. Others find frequent task-switching difficult, which is why understanding the individual matters more than relying on assumptions about ADHD.

Hyperfocus

Some people with ADHD describe periods of intense concentration when a task strongly captures their attention or interest. In the right circumstances, that depth of focus can be valuable.

What can neuroinclusive workplaces look like?

A number of well-known organisations have developed recruitment or workplace initiatives designed around neurodiversity.

Microsoft has developed neurodiversity-focused recruitment initiatives designed to make the hiring process more accessible and allow candidates different ways to demonstrate their abilities.

Auticon has built its model around employing neurodivergent technology professionals and providing workplace support alongside client work.

GCHQ has also spoken publicly about the value of neurodiversity within its workforce and the importance of attracting people who think differently.

The useful lesson for employers is not to copy another organisation's programme wholesale. It is to look at your own recruitment process and working environment and ask where unnecessary barriers might exist.

Practical ways to support employees with ADHD

So, how can businesses create an environment where employees with ADHD feel supported and able to perform?

Offer appropriate flexibility

Some people may benefit from flexibility around where or when they work, particularly where it helps them manage concentration, energy or distractions. The useful starting point is a conversation about what helps the individual perform effectively.

Make priorities clear

A long list of competing tasks can be difficult to navigate. Breaking larger pieces of work into manageable stages, agreeing priorities and making deadlines clear can reduce ambiguity and help people understand where to focus.

Think of it like giving someone a map when they’re feeling lost. It simplifies the journey and makes the end goal clearer.

Consider tools and adjustments

Time-management tools, project tracking software, written instructions, noise-cancelling headphones or changes to the working environment may help some employees manage distractions and organise their work.

The appropriate adjustment will depend on the person and their role.

Make space for coaching and mentorship

Coaching or mentorship can give someone space to develop strategies that work for them, talk through challenges and build confidence in how they approach their role.

Look at recruitment too

Inclusion starts before someone becomes an employee.

Think about whether job descriptions are clear, whether the interview process creates unnecessary barriers and whether candidates have a fair opportunity to demonstrate what they can actually do.

A more thoughtful process can help employers see talent that a conventional recruitment process might otherwise overlook.

Why this matters for your business

Supporting neurodiverse employees contributes to a workplace where different ways of thinking are understood and valued.

That has implications for recruitment, retention, performance and culture.

It also encourages employers to ask a useful question: are our ways of working helping talented people perform, or are some of our processes making that harder than it needs to be?

Sometimes relatively small changes in communication, management or the working environment can make a meaningful difference.

Build a recruitment process that gives people room to show what they can do

Inclusive recruitment starts with understanding the person you're trying to reach and considering whether your hiring process gives different types of candidates a fair opportunity to demonstrate their strengths.

Denholm works with organisations on People, HR & Learning appointments and wider Talent Strategy & Delivery Models, alongside our Recruitment expertise.

If you're thinking about how your recruitment approach can reach and assess a broader range of talent, call us on 03303 359 818 or email connect@denholmassociates.com.

 

You might also be wondering...

How can we make our workplace more neuroinclusive without making assumptions about what people need?

Start with flexibility and conversation. Neurodiversity covers a wide range of experiences, and two people with ADHD may work very differently. Create ways for people to talk about what helps them perform well, then respond to the individual rather than working from a standard set of assumptions.

Could our recruitment process be overlooking neurodivergent talent?

It is worth looking at what each stage of your process is actually testing. Long job descriptions, rigid interview formats or assessments that reward a particular communication style can sometimes introduce barriers that have little to do with someone's ability to do the job. Clearer briefs and different ways to demonstrate capability can help employers see a broader range of talent.

How do you create an inclusive workplace when people prefer very different ways of working?

You do not need one working style that suits everybody. Clear expectations can sit alongside flexibility in how people organise their work, communicate, concentrate or collaborate. The aim is to create enough clarity for the team to work well together while giving individuals room to understand how they work best.

What can managers do to make conversations about neurodiversity feel more comfortable?

Build a culture where conversations about how people work are normal. Managers can ask what helps someone do their best work, listen without jumping to conclusions and make it clear that asking for support will be taken seriously. That creates space for people to talk about their needs if and when they choose to.

How can businesses recognise different strengths without stereotyping neurodivergent people?

Stay curious about the individual. ADHD may influence how someone experiences work, but it does not determine their personality, strengths or career potential. Recognising neurodiversity means making room for difference while allowing each person to define what they are good at and where they want to develop.

What does good neuroinclusion look like when nobody has disclosed a diagnosis?

Many inclusive practices do not require disclosure. Clear communication, thoughtful job design, flexibility where possible, accessible recruitment and managers who understand that people work differently can improve the experience for everyone. That means inclusion can be built into the workplace rather than activated only when somebody asks for it.