“I’ve Been Diagnosed with ADHD” — What Should Employers Do Next?
- Robinson Grace HR
- Aug 1
- 4 min read
Updated: Aug 8
It’s becoming increasingly common for employees to receive an ADHD diagnosis well into adulthood, sometimes after years of wondering why work felt harder than it needed to be.
As awareness of neurodiversity grows, more people are reaching that point of clarity. For employers, that means more conversations around how to support employees who are neurodivergent, sometimes overnight, and often without much notice.
So, what should an organisation actually do when an employee receives an ADHD diagnosis? And how can you make sure your response is legally sound and genuinely supportive?
Let’s explore.
A Human Reaction First
When someone shares that they’ve been diagnosed with ADHD, they’re often feeling a mix of emotions, relief, worry, vulnerability, even uncertainty about how it might be received. The first response from a manager or HR should always be one of empathy and reassurance.
“Thank you for sharing that, I/we really appreciate your openness. Let’s chat about how we can best support you moving forward.”
That opening conversation is less about legal boxes and more about building trust. Get that right, and everything that follows becomes easier.
Why This Matters from a Legal Perspective
Under the Equality Act 2010, ADHD can be classed as a disability if it has a substantial and long-term impact on someone’s daily life. Once an employer is aware of a diagnosis, a legal duty kicks in, the duty to make reasonable adjustments.
This might include changes to:
Communication methods
Work environment
Targets or ways of measuring performance
Not every person with ADHD will need the same thing, the key is to treat each case individually, with care and flexibility.
How to Handle It: A Practical Approach
Here’s a practical step-by-step you can follow, one that’s legally compliant and people centred.
1. Acknowledge and Listen
Arrange a confidential one-to-one meeting.
Let the employee guide the conversation, ask how they’re feeling, what challenges they’ve faced, and what might help.
2. Explore Adjustments Together
Examples might include:
Noise-cancelling headphones or a quiet workspace
Clearer task instructions and deadlines
Flexibility around hours or breaks
Digital tools for task management (e.g. Trello, Todoist, Microsoft To Do)
You don’t need to guess, ask what they think would help, and build from there.
3. Consider Occupational Health or Access to Work
An Occupational Health referral can provide insight into practical support needs.
The Access to Work scheme is a brilliant, underused resource that can help fund equipment, coaching, and travel support.
4. Brief the Right People
If the employee consents, loop in relevant managers and colleagues, sensitively and appropriately.
Make sure managers are aware of any agreed adjustments and how to support them day to day.
5. Keep It Under Review
ADHD isn’t a one and done conversation.
Check in regularly: are the adjustments working? Has anything changed?
It’s about partnership, not policy enforcement.
This Isn’t Just About Risk, It’s About Culture
Yes, there are legal responsibilities at play. But more than that, this is a chance to show your organisation values difference, listens to its people, and creates space for them to thrive.
When businesses get this right, they don’t just reduce risk, they increase loyalty, engagement and innovation.
Let’s Talk Neurodiversity
At Robinson Grace HR Consultancy, we’ve supported a wide range of employers through similar conversations, from drawing up reasonable adjustments to training managers on how to support neurodivergent colleagues with confidence.
If your business is navigating an ADHD diagnosis in the workplace, or wants to be better prepared, we’re here to help. Get in touch for a chat with our brilliant team on 01793 311937 or clientservices@robinsongracehr.com
Frequently Asked Questions:
1. What are an employer’s legal responsibilities when an employee is diagnosed with ADHD?
Under the Equality Act 2010, ADHD can be considered a disability if it has a substantial, long-term impact on a person's ability to carry out day-to-day activities. This means that employers have a legal duty to make reasonable adjustments once they are aware of the diagnosis.
Reasonable adjustments may include:
Modifying work hours or break times
Adapting communication styles
Changing performance targets or workflows
Providing assistive tools or access to quieter workspaces
To stay compliant, employers should handle disclosures sensitively, engage in open conversations, and document any support agreed. Legal compliance is important but so is creating an inclusive workplace culture that genuinely supports neurodiversity.
2. What reasonable adjustments can help employees with ADHD succeed at work?
Reasonable adjustments for employees with ADHD will vary depending on the individual, but some common examples include:
Flexible working hours or hybrid options
Quiet spaces or noise-cancelling headphones
Clearer task prioritisation and written instructions
Use of digital tools for time management and organisation (e.g. Trello, Microsoft To Do)
Regular check-ins with a supportive manager
Employers are encouraged to work collaboratively with employees to identify what will make the biggest difference. A proactive, person-centred approach not only meets legal requirements but also boosts engagement, productivity and retention.
3. How should HR or managers respond when an employee discloses an ADHD diagnosis?
When an employee discloses an ADHD diagnosis, empathy and confidentiality should be the priority. A thoughtful response could include:
Thanking the employee for their openness
Arranging a private meeting to listen and understand their needs
Discussing potential adjustments without making assumptions
Involving Occupational Health or referring to Access to Work for further support
Following up regularly to review what’s working
This isn’t just a compliance matter—it’s an opportunity to build trust, show leadership, and create a more inclusive culture where neurodivergent employees can thrive.
Check out other blogs in our series
The content of our blogs is intended for general information and not to replace legal or other professional advice.
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