12th May 2026 by Adjust
ADHD Reasonable Adjustments at Work: Lessons from a Neurodiversity Employment Tribunal
Neurodiversity employment tribunal cases have almost doubled in the last five years. Watson v Roke Manor Research Ltd (2025) is one of the most reported. Most coverage has focused on one finding: that a manager’s repeated sighing, directed at a colleague with ADHD, amounted to unlawful harassment. This blog focuses on another: the failure to make ADHD reasonable adjustments at work, specifically around timekeeping and working patterns.
ADHD Reasonable Adjustments and Timekeeping
Many neurodivergent people experience time blindness. This is a different way of experiencing time that affects how someone estimates tasks, notices time passing or moves between activities. It is not a lack of effort or motivation.
Examples of reasonable adjustments and neuroinclusive practice include:
- Flexible start and finish times
- Structured check-ins to help with task planning and prioritisation
- Breaking larger projects into smaller, time-bound steps
- Focusing on outputs and deliverables rather than hours at a desk
- Welcoming different ways of working, such as breaks, walking meetings, body doubling, or walking pads
Irregular working patterns or time away from a desk may have nothing to do with commitment or output. The question for managers is not “is this person at their desk?” It is “is this person delivering what is needed?” This shift from presenteeism to output is good management practice for any team. For a colleague with ADHD it can be transformative.
What happened
Watson told his employer about his ADHD, provided his own awareness materials and suggested his own adjustments. As an employer, exploring ADHD reasonable adjustments at work should have been the next step. Despite this, the tribunal found that no reasonable adjustments were put in place. The judge concluded that the frustration directed at Watson, including around his timekeeping and time away from his desk, arose directly from his ADHD. The tribunal upheld his claims of disability discrimination, harassment and failure to make reasonable adjustments.
“What stands out in this case is that the employee raised the issue, provided information, and even suggested adjustments, yet nothing was put in place to support them. When adjustments aren’t explored, and concerns about timekeeping are treated as performance issues instead, it becomes very difficult for an employer to justify their actions.
For me, it reinforces how essential it is for managers to understand what ADHD can look like in practice and to feel confident having early, supportive conversations about adjustments. Getting that right prevents escalation and creates a far fairer and more inclusive working environment that benefits everyone.”
Sarah Lawrence, Director, Empower People HR
Three takeaways for HR teams
1. High pressure does not remove the responsibility to explore adjustments
In this case, the manager was working in a demanding environment. The tribunal acknowledged that, but made clear that pressure does not remove the responsibility to explore adjustments for an employee with ADHD. High-pressure environments are challenging for everyone. Managers who ask for help early are better placed to support their teams and themselves
2. Neurodiversity awareness needs to reach every manager
All of your managers and supervisors should know what ADHD is, how it presents at work, what adjustments could help, and where to go for advice and support.
3. Good neurodiversity training gives managers the tools to act
- How to have early, supportive conversations with employees
- What adjustments could help and how to explore them
- When and how to escalate to HR or a specialist
How Adjust can help
At Adjust we support employers and start the neurodiversity conversation through training and consultancy.
Neurodiversity Understood Training for Managers gives managers the knowledge and confidence to recognise ADHD, have neuro-affirming conversations, explore reasonable adjustments and act early. We include practical examples of management strategies and adjustments.
Neurodiversity Understood Training for HR supports HR teams, recruiters and all those involved in advising managers as well as neurodivergent employees.
Read about other neurodiversity employment tribunals here:
