Around three quarters (73%) of the people who participated in the survey reported that this was due to fear of judgement. Half (49%) odf respondents said that they thought that disclosure of their ADHD diagnosis could be used against them, for example creating a barrier to promotion.
ADHD affects an estimated 2.6 million people in the UK, according to the charity ADHD UK. For this survey, the Takeda team commissioned a research agency to poll 1,115 people living with ADHD in the UK, from 16 to 30 August 2024.
“The experiences of people with ADHD at work are all individual and should be treated as such,” said Amanda Kirby, chair of the ADHD Foundation charity, speaking to HR magazine.
“People with ADHD can be a positive addition to a workplace. The nature of the condition means that they often think in different ways to neurotypical colleagues.
“It’s important that employers consider the practices they have in place for their neurodivergent employees, and seek more information to tailor neurodivergent employee support.”
Read more: ADHD, HR and me
Women and non-binary people were particularly affected, the research showed, as 68% of women and 93% of non-binary people with ADHD reported that they were at a disadvantage in the workplace.
Eight in 10 (83%) of women and 79% of non-binary people believed there was a stigma associated with ADHD.
This could be due to women being diagnosed with ADHD later in life, Kirby added.
She continued: “Despite increasing awareness, it is estimated that up to 75% of women living with ADHD are undiagnosed in the UK. The lack of awareness in a working environment increases the stigma that people with ADHD feel at work, potentially leading them to mask the symptoms and how they are really feeling.”
HR should create a culture where ADHD can be openly discussed, according to Helen Musgrove, director of psychological consulting at neurodiversity training provider Lexxic.
Speaking to HR magazine, she said: “Employers can reduce stigma around ADHD in the workplace by fostering an open and inclusive culture where neurodiversity is valued. This starts with raising awareness through education, offering training to managers and teams on ADHD, and addressing misconceptions.
“Specific focus should be placed on the fact that ADHD symptoms often present differently in women and non-binary individuals. These include challenges with organisation, time management or emotional regulation.”
Employees should also feel safe to know that their condition will be kept confidential at work, Musgrove explained.
“Creating psychological safety involves building a workplace culture where individuals feel comfortable sharing their neurodifference without fear of discrimination,” she added.
“This can be achieved by ensuring confidentiality, having clear policies on reasonable adjustments, and empowering leaders to model inclusive behaviours, and speak positively about neurodiversity.”
Read more: Neurodiversity and PIPs: Dropping the mask
Employers should showcase that neurodiverse employees can feel psychologically safe in their organisation from recruitment onwards, commented Jill Martin, co-founder and lead occupational therapist of mental health provider Purpose People.
“Talk about it using inclusive language, mention neurodiversity in newsletters, flyers, and posters and do this right from the start,” she told HR magazine.
“In your job application forms, mention that you welcome neurodiversity and differences of all kinds, and that your company understands the nature of neurodiversity and values employees who have these conditions.
“State that neurodiverse people are an asset to your company. At the interview stage, make it clear that your employees are supported and valued no matter their gender, racial or neurodiverse profile.”
Awareness of ADHD should be embedded throughout an organisation, said Musgrove.
“Raising awareness can be achieved by hosting workshops, sharing resources, and highlighting real-life experiences to create empathy and understanding,” she explained.
“It is important to listen to the views of employees with ADHD on the barriers they experience, and the opportunities for change. Employers should ensure representation of diverse voices, including women and non-binary people with ADHD, to break down gendered stereotypes.”
HR could also train an employee to be an ADHD first aider to support those with the condition, Martin suggested.
She continued: “It can be helpful to train one of your employees to be the go-to person when things are difficult, having a mental health first aider or a specifically trained person in your company offers an opportunity for employees to seek support from someone they know has extra knowledge and understanding.
“This person can be responsible for managing resources and directing employees to helpful information and can facilitate support groups for employees to come together, share information and gain support.”
