Workplace tribunals involving ADHD and other forms of neurodivergence have been steadily rising over the past four years.
On 28 August, a significant case was decided. Mr. Steadman, who has both ADHD and autism, claimed he was unfairly treated and discriminated against by his employer.
At first, the tribunal found against him, ruling that his conditions did not amount to a disability because they did not impair his ability to work. However, on appeal, this decision was overturned. The appeal found that the first tribunal had been conducted unfairly and reaffirmed that both ADHD and autism are recognised disabilities under the Equality Act 2010. Crucially, this means employers are legally required to make reasonable adjustments and must not discriminate against employees on these grounds.
This case underlines the stress, cost, and damage caused by employment tribunals — for both employers and employees. It also highlights how a defensive, adversarial approach to neurodiversity creates toxic workplace cultures that harm everyone.
The Bigger Picture: Employment and ADHD
The UK government is under increasing pressure to get more people back into work, especially in the wake of Covid-19. Yet we are also in the midst of a mental health crisis that has left many unable to return to employment. Forcing people into jobs that are unsuitable risks being both dangerous and counterproductive.
Among those most affected are individuals with ADHD. Statistically, ADHDers are:
- Far more likely to be unemployed
- Among the groups with the highest turnover rates when in work
And yet, there are huge numbers of ADHDers who want to work and who can thrive in the right environment. Despite negative stereotypes, ADHDers are not lazy. In fact, with the right adjustments, many become some of the most hardworking, creative, and committed employees in the workplace.
The Opportunity for Employers
This ruling highlights more than legal obligations — it presents a business opportunity. Employers are already required to provide reasonable adjustments and awareness training. But those who go further, embedding neurodiversity training and support into their policies and culture, will benefit most.
Doing so can:
- Empower employees to perform at their best
- Dramatically reduce staff turnover
- Remove the need for stressful, costly tribunals
- Create workplaces that are both happier and more productive
From Compliance to Culture
The case of Mr. Steadman is a reminder that compliance is only the starting point. The real opportunity lies in moving from a defensive, tick-box approach to one that embraces genuine cultural change.
When employers choose to see adjustments not as burdens but as enablers of excellence, they unlock talent, loyalty, and innovation. And in doing so, they create workplaces where neurodiverse employees — and their organisations — can truly thrive.