Neurodiversity at Work: Understanding Employees with ADHD and Autism

What is neurodiversity? The strengths and challenges of employees with ADHD and autism, and concrete reasonable adjustments that managers can put in place.

Some employees can work comfortably in the noise of an open-plan office; for others, the same environment is a tiring struggle every day. Some people take the floor quickly in a meeting and share their idea, while others send their best ideas in writing after the meeting. These differences are often put down to personality or motivation, yet some of them come from natural variation in the way the brain processes information. Neurodiversity is a concept that describes how people can differ from one another in attention, learning, communication and sensory perception, and how these differences can be seen not as disorders but as part of human diversity. In this article I focus on the two neurodevelopmental differences most often discussed in working life, Attention Deficit Hyperactivity Disorder (ADHD) and the autism spectrum, and look at what managers and HR can do.

What Is Neurodiversity?

The concept was born in the late 1990s out of the advocacy of people on the autism spectrum. The basic idea is this: just as people differ in height, eye colour or culture, their brains work differently too. Some of these differences create difficulty in certain environments, while in some situations they can also offer strengths.

The following are usually mentioned under the neurodiversity umbrella:

• Attention Deficit Hyperactivity Disorder (ADHD)
• Autism spectrum disorder
• Specific learning difficulties such as dyslexia and dyscalculia
• Dyspraxia (developmental coordination disorder)
• Tourette syndrome

The term "neurotypical" refers to people whose brains work in a way similar to the majority in society. An important note needs to be made here: ADHD and the autism spectrum are clinical diagnoses and can only be made by a specialist assessment. A manager or colleague telling an employee "I think you have ADHD" can be both wrong and harmful. In the workplace, the aim is not to diagnose but to make room for different ways of working.

Employees with ADHD: Strengths and Challenges

ADHD is not a condition that belongs only to childhood; in many people the symptoms continue into adulthood, but change form. In adults, hyperactivity is often seen as inner restlessness, a constant urge to keep busy or difficulty sitting through long meetings. I explained the general picture of the symptoms in the article on ADHD symptoms.

Common challenges at work:

• Difficulty concentrating on long, monotonous tasks
• Time management, keeping track of deadlines and putting off getting started
• Difficulty holding multi-step verbal instructions in mind
• Disorganisation, losing items or documents
• Sensitivity to interruptions; difficulty regathering when attention is disrupted
• Fast and intense emotional reactions, especially to criticism

Frequently reported strengths:

• Intense focus on topics of interest (hyperfocus)
• Thinking and acting quickly in a crisis
• Producing creative and unconventional solutions
• High energy and enthusiasm for joining new projects

These strengths are not the same in every individual, but when they meet the right task and environment, they can become a valuable contribution.

Employees on the Autism Spectrum: A Different Way of Communicating and Perceiving

As its name suggests, the autism spectrum covers a very wide range. While some people on the spectrum need intensive support, many live independently and work successfully in jobs that require expertise.

Common challenges at work:

• Difficulty understanding unwritten social rules, hints and digs
• Difficulty with eye contact, small talk and informal social events
• Difficulty adapting to sudden changes of plan
• Sensory sensitivities: bright light, noise, crowds, certain smells
• Anxiety in the face of unclear instructions

Frequently reported strengths:

• Attention to detail and skill in catching errors
• Commitment to rules and processes
• In-depth knowledge in a particular field
• Direct, honest and clear communication
• Consistency in repetitive and systematic tasks

In Turkey, especially among today's adult generations, there are many people who were not assessed for ADHD or the autism spectrum in childhood. Some of these people grew up for years with labels such as "disorganised", "lazy", "antisocial" or "too sensitive" and entered working life with those burdens. Others recognise their situation in adulthood, often during the assessment of their own children or after a period of intense exhaustion. This late realisation can bring both relief and a feeling of grief for the past. The understanding response an employer gives in this process plays an important role in the employee pulling themselves together again.

Many adults on the spectrum describe constantly suppressing their natural behaviours in order to "fit in" in social settings. This effort is called "masking", and in the long run it can lead to serious fatigue, anxiety and burnout.

Instead of expecting a neurodivergent employee to be "like everyone else", designing together how the work will be done protects both the employee and the job.

Neurodiversity and the Employer's Responsibility

In Turkey there is no workplace legislation that regulates neurodiversity by name, but occupational health and safety (OHS) legislation asks for employees' individual characteristics to be taken into account. Law No. 6331, Art. 4/ç, provides that the employer must take into account an employee's suitability for a job from a health and safety point of view when assigning tasks. Article 10/ç asks for the situation of groups requiring special policy, such as workers with disabilities, to be taken into account in the risk assessment.

In the World Health Organization's 2022 guidelines on mental health at work, making reasonable adjustments for employees with mental health conditions appears as a strong recommendation (WHO, 2022). ADHD and the autism spectrum are neurodevelopmental conditions, but accompanying difficulties such as anxiety and depression are also common in these individuals. The principle of reasonable adjustment is the most functional framework for neurodivergent employees as well.

In practice, the biggest obstacle is often not the legislation but worry about disclosure. In the OSH Pulse survey in Europe, 50% of workers said they thought disclosing a mental health problem would harm their career (EU-OSHA, 2022). It is no surprise that this worry is even stronger when neurodevelopmental differences are concerned. For this reason, the organisation needs to announce clearly and repeatedly that requests for adjustments will be handled confidentially and will not count against anyone's career.

Adjustments Managers Can Put in Place

Most adjustments are low-cost and benefit not only neurodivergent employees but the whole team. What matters is asking each person what they need; the list below is a starting point.

Communication

• Give instructions in writing too; send a short summary after meetings.
• State expectations clearly and concretely: instead of "Have a look at this at some point", "Could you check these three points by Thursday lunchtime?"
• Give direct and respectful feedback rather than hints and indirect criticism.
• Share the meeting agenda in advance; give the employee a chance to prepare.

Work environment

• Allow the use of noise-cancelling headphones.
• If possible, provide a quiet workspace or a closed room.
• Adjust the lighting and seating to the person's needs.
• In an open-plan office, choose a desk location away from distractions.

Work organisation

• Break large tasks into small, clear steps; set interim deadlines.
• Review priorities together in short, regular one-to-one meetings.
• Encourage the use of task lists, calendar reminders and project management tools.
• Announce changes of plan as far in advance as possible and with the reasons.
• Offer flexible working hours or remote working options for suitable jobs.

In moments of overload

Some employees with ADHD or on the autism spectrum may experience "overload" in the face of intense stimulation, sudden change or accumulated stress. From the outside this can look like irritability, crying, freezing or suddenly leaving the room. The best thing to do at such a moment is to give the person the chance to move to a calm space, speak in short, calm sentences and not open the matter for discussion then and there. Once things have settled, you can talk with the employee about what triggers such moments and what might help next time. A simple plan agreed in advance, for example an understanding such as "when I'm struggling, I can take a ten-minute break and go to the rest room", reduces the anxiety of both the employee and the team.

Social environment

• Do not make attendance at social events compulsory; do not read not attending as a "lack of team spirit".
• Assign a buddy for newcomers; ask them to explain the unwritten rules openly.

Say a test specialist at a software company has disclosed that they are on the autism spectrum, never speaks up in the weekly brainstorming meetings, and their manager reads this as disinterest. Once the agenda is shared the day before and ideas can also be sent in writing after the meeting, it may turn out that this employee catches many mistakes the team had overlooked. The problem was not in ability but in the way the contribution was received.

Similarly, imagine a sales representative with ADHD who keeps delivering reports late. Their manager warns them each time, while the employee feels more and more shame and anxiety. Breaking the report into small weekly parts instead of one big task, using a template and adding a short reminder meeting often give far more effective results than warnings. Solutions like this support the area the employee struggles with while preserving their strong communication skills in the field.

Neurodiversity in Recruitment and Performance Processes

Traditional recruitment processes often reward social skills and quick verbal responses. This can lead to the elimination of many neurodivergent candidates who have the competencies the job needs.

In recruitment:

• Write in job adverts the competencies that are genuinely needed; do not add general phrases such as "excellent communication skills" to every position.
• Consider sharing interview questions in advance or using a structured interview.
• If possible, include a practical task in which the candidate can show how they do the job.
• Ask candidates, "Is there any adjustment that would make the interview process easier for you?"

In performance evaluation:

• Focus on results; look at what the person produces rather than at "how the work looks".
• Question whether criteria such as eye contact, frequency of speaking in meetings or social participation are really necessary for the job.
• Give feedback that is concrete, timely and backed up in writing.

How to Start in Your Organisation

Needs analysis: Questions about sensory conditions in the work environment, clarity of communication and need for flexibility can be added to employee surveys. Diagnostic information should not be requested; instead, questions open to everyone should be asked, such as "Which adjustment would help you work more effectively?" Recruitment, onboarding and performance processes are reviewed from a neurodiversity perspective.

Programme: Managers and the HR team receive training on neurodiversity awareness, clear communication and the reasonable adjustment process. How an adjustment request is made, who assesses it and how confidentiality is protected are put in writing. Confidential psychological support is offered for employees who are struggling. You can find the general framework of this work on the corporate services page. The closely related article on the participation of employees with disabilities in working life also covers the reasonable adjustment process in more detail.

Measurement: The number of adjustment requests and the time taken to resolve them, how long neurodivergent employees stay in their jobs, and belonging and psychological safety scores in employee surveys are monitored. As a more open atmosphere develops within the organisation, more employees are expected to voice their needs; this is a sign that the process is working.

Frequently Asked Questions

What should I do if I suspect an employee has ADHD or is on the autism spectrum?

Do not try to make a diagnosis or steer the employee towards getting one. Instead, focus on the work behaviours you have observed and ask, "What can we do to make your job easier?" If the employee wants an assessment themselves, you can mention that they could approach a psychiatrist or clinical psychologist.

Does an employee have to disclose their diagnosis?

No. Diagnostic information is private health data, and whether to disclose it is entirely the employee's decision. Many adjustments can be made without diagnostic information, because the focus is not the diagnosis but the need.

Won't these adjustments create a perception of privilege in the team?

Adjustments such as written instructions, clear expectations, an agenda shared in advance and a quiet workspace actually help the whole team. For this reason, many organisations make these practices standard for everyone, so that nobody feels singled out.

Is it possible to be diagnosed with ADHD in adulthood?

Yes. Where symptoms have been present since childhood and affect life in more than one area, adults can also be diagnosed through a specialist assessment. This assessment is carried out by psychiatrists; the therapy process can help the person develop coping strategies to use in daily life.

• #neurodiversity
• #ADHD
• #autism spectrum
• #reasonable adjustments

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Eda Erkan Alapala

Klinik Psikolog. İstanbul Kent Üniversitesi Klinik Psikoloji Tezli Yüksek Lisans mezunu; bilişsel davranışçı terapi, çocuk merkezli oyun terapisi ve çocuk-ergen psikoterapisi alanlarında eğitimlerini tamamlamıştır.

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