HR’s Role in Shattering ADHD Stigma

Attention deficit hyperactivity disorder (ADHD) is often reduced to fidgeting, impulsivity, and trouble focusing — but there's far more beneath the surface. These signs are just the tip of the so-called ADHD iceberg, a graphic representation of how the condition can manifest in those affected.  

Just as the bottom of an iceberg extends unseen deep down into the ocean, ADHD’s invisible symptoms go unrecognized: overstimulation, poor memory, information processing issues, low self-esteem, decision paralysis, sensitivity to criticism, time management issues, irritability, and procrastination, to name a few.  

Because of ADHD’s outdated reputation — namely, that it’s a condition that just affects boys who seem wild in a classroom — these “underwater” characteristics often aren’t understood by others, especially regarding how they can disrupt someone’s workplace performance.  

Related Article: Supporting Invisible Disabilities in the Workplace

Although providing accommodations for those with ADHD isn’t optional — it’s a protected disability under the Americans with Disabilities Act of 1990 (ADA) as a substantial limitation on major life activities — that’s not the only reason it’s critical to support and retain these employees. Research has shown that people with ADHD are also often naturally innovative and creative, enthusiastic about new projects, able to multitask, willing to explore, and resilient, making them valuable assets in dynamic, fast-paced work environments. 

Setting the Record Straight

When managers and HR don’t understand ADHD — or hold antiquated beliefs — it’s easy to brush off an employee as low-performing, troublesome, or otherwise incompatible with the workplace. Some long-standing myths reinforce these perceptions:  

• ADHD only affects children (usually boys). The number of adults diagnosed is on the rise due to changes in diagnostic criteria, increased understanding by both medical professionals and the public, and increased media attention. In fact, more than half of the 15.5 million diagnosed U.S. adults (56%) got that diagnosis after age 18, per the U.S. Centers for Disease Control and Prevention.  

While the rate of adult diagnoses has grown for both genders, the percentage of new diagnoses in women between ages 23 and 49 nearly doubled from 2020 to 2022, according to data from Epic Research.

• A person has to experience hyperactivity to have ADHD. Attention deficit disorder (ADD) used to be a separate diagnosis but has been merged with ADHD, marked by three presentations: inattentive type (the most common), hyperactive/impulsive type, and combined type. 
   
  “Don’t assume that everyone with ADHD has the same challenges,” said psychologist Shauna Pollard. “You may notice trends across some employees, but by definition, the diagnoses include people who are more hyperactive, more inattentive, or have a combination of both sets of symptoms.” 

• Medication “cures” ADHD. An employee with ADHD may take medication, such as stimulants, to ease symptoms, but they’re not a panacea. It’s likely that they will still need support and tools — and possibly accommodations — to thrive at work.  

Form: Sample ADA Reasonable Accommodation Request

Managing with ADHD in Mind

Like any multifaceted employee, those with ADHD bring both strengths and weaknesses to their jobs — and managers and HR should be cognizant of both. Adults with ADHD still have higher rates of unemployment, job instability, and being let go, according to research in Frontiers in Psychiatry; however, encouragement, support, and accommodations can result in a high-achieving worker.  

“Many people are diagnosed with ADHD or learning disabilities later in life, which means they often don’t fully understand their own learning styles or what kind of support they need,” said career coach Alex Gilbert of New York-based Cape-Able Consulting, who works with those with ADHD and dyslexia. “That makes it harder for them to advocate for themselves at work.”

Additionally, she said, the persisting stigma around neurodivergence in the workplace can make employees hesitant to ask for help because they’re afraid of being seen as less capable. “As a result, they may overcompensate, which can actually hurt their productivity and increase stress,” she said.  

Perhaps surprisingly, there’s a link between workaholism and ADHD, possibly driven by a need to work harder and longer to compensate for neurodivergence.

“A big warning sign is a gap between effort and performance,” Pollard said. “When you see an employee that is ... trying hard to meet performance goals but falling short, that can be a clear marker that additional support or resources are needed." 

Toolkit: Employing People with Cognitive Disabilities

Even without official accommodations, those with ADHD benefit from working with supervisors willing to tailor their management style to their needs.  

“The goal is to assign tasks that play to people’s natural talents, while also offering support in areas where they might need a hand,” Gilbert said. “For example, if someone is great at big-picture strategy but has trouble with follow-through, a manager can help by providing tools or assigning support to stay on top of organization and deadlines."

Managers might be the first ones to notice signs of ADHD or be privy to an employee’s diagnosis, but HR also plays a key role in ensuring these supervisors understand the condition and what challenges it can create. Gilbert suggested training on neurodivergence in the workplace that breaks down common misconceptions and highlights the strengths and challenges for these workers. 

Helpful for One, Helpful for All

People with ADHD — especially those diagnosed later in life — often have their own coping mechanisms to stay on task, be productive, and meet deadlines. That doesn’'t mean, however, that they might not need additional help.  

“Many of the accommodations that support employees with ADHD are actually helpful for everyone and can boost overall productivity,” Gilbert said. “Things like recording meetings, sharing transcripts or AI-generated summaries, and sending out agendas ahead of time make it easier for people to stay on track. In open office setups, it’s important to have designated spaces where people can focus, and anyone on calls should have access to rooms where they won’t distract others.”

How-To Guide: How to Handle ADA Accommodation Requests

Additional accommodations, some of which might need HR’s involvement, include:  

• More frequent check-ins with management.  
• Scheduled blocks of uninterrupted time.  
• Flexibility with deadlines, schedules, and work location.  
• Shorter meetings.  
• Clear, written assignment instructions and timelines.
• Access to project management tools or other resources.  
• Limiting the number of projects assigned at one time.
• Regularly scheduled breaks. 
• Use of noise-canceling headphones.
• Offices with doors, desks away from high-traffic areas, and high cubicle walls.  
• Standing desks.  
• Open communication with HR and management.

“When employers understand and appreciate different work styles,” Gilbert said, “it makes it easier for everyone to collaborate and do their best work.”