Breaking Barriers: ADHD and Accessibility in the Hiring Process

Written By Arezoo Najibzadeh

Accessibility in hiring processes is not just about following rules; it’s about fostering equity and dismantling systemic barriers.

In Ontario, the Human Rights Code (OHRC) mandates individualized accommodations, emphasizing that accessibility must adapt to the specific needs of each person. Yet, resistance to such accommodations remains widespread. Some employers, even the ones with public commitment to accessibility, say that these adjustments unfairly benefit neurodivergent individuals, particularly those with ADHD, over others. This misunderstanding not only hinders inclusivity but perpetuates inequities, particularly for racialized women with ADHD who face intersecting layers of discrimination in their pursuit of meaningful work.

Understanding ADHD

ADHD (Attention-Deficit/Hyperactivity Disorder) is a neurodevelopmental condition that can affect focus, organization, and executive functioning. ADHD is considered a disability in Canada both under The Canadian Human Rights Act (CHRA), which protects individuals from discrimination based on disabilities, and provincial and territorial laws.

ADHD in adult women often goes undiagnosed or misdiagnosed due to gendered stereotypes and differences in symptom presentation. While men and boys are more likely to display externalized symptoms like hyperactivity, women tend to exhibit internalized symptoms such as inattentiveness, emotional dysregulation, or chronic overwhelm, which are often mislabeled as personality traits or stress.

As a result, around 50%-75% of women go undiagnosed into adulthood, which significantly impacts their sense of self and how they navigate their careers. In Canada, 46% of women are misdiagnosed with another disorder prior to being diagnosed with ADHD. Social and cultural expectations for women to manage caregiving, multitasking, and emotional labor can mask ADHD symptoms and are a major contributor to late diagnosis. 

Racialized women with ADHD face a range of unique challenges that stem from the intersection of race, gender, and neurodivergence. These challenges are compounded by systemic inequities in healthcare, education, and the workplace, leading to barriers in diagnosis, treatment, and support.

Black, Indigenous, and racialized women often navigate systemic biases and stereotypes that hinder their ability to perform to the best of their abilities in the workplace. For Black women with ADHD, emotional dysregulation—common in ADHD—may be misread as anger or aggression, perpetuating harmful stereotypes and impacting relationships at work and beyond. In other racialized women, struggles with executive functioning—such as difficulty initiating tasks or managing time—are frequently misinterpreted as a lack of effort or “laziness” and attributed to cultural values. 

Women with ADHD frequently struggle with imposter syndrome, hyperfocus on minor details, or burnout from overcompensating to appear "competent." Without accommodations or understanding from employers, these struggles can affect productivity and limit career advancement. 

The impact of ADHD on workplace experiences must be examined not only through an accessibility lens but also through an intersectional perspective that acknowledges the systemic barriers shaping the broader realities of our daily lives.

Rethinking "Fairness" and Accommodations 

A frequent argument against accommodations for applications with ADHD is the perception that meeting an individual's accessibility needs makes the process “unfair” to others. However, this perspective fails to consider that equality and equity are not synonymous. Providing identical conditions for everyone ignores the reality that systemic barriers prevent marginalized groups—such as neurodivergent people—from participating on a level playing field. For racialized women with ADHD, the challenges multiply, as they navigate workplaces and recruitment processes shaped by racial and gender biases.

Accommodations are not "special treatment,” they are tools to remove the systemic barriers in hiring processes and work environments that were not built with inclusivity and accessibility in mind. By creating accessible hiring processes, employers can evaluate candidates on their actual abilities, not their ability to conform to arbitrary norms.

Individualized Accommodations

Accommodations must be rooted in individualized solutions that cater to each applicant’s unique needs. The OHRC already requires this, but true inclusion demands more than compliance. Employers must approach accommodations as opportunities to support and empower applicants, recognizing that different needs require different supports. Flexible interview formats, for instance, allow applicants to present themselves in ways that align with their strengths. Educating hiring teams on neurodiversity and anti-bias practices can further ensure a fair and inclusive process for all.

For racialized women, an intersectional approach is critical. Employers must understand how race, gender, and neurodivergence interact to create unique challenges. Centring the voices of racialized women with disabilities in discussions about workplace accessibility ensures their experiences inform solutions, rather than being an afterthought.

Accommodation policies and processes must recognize that disability and accessibility can be fluid and context-dependent. For neurodivergent individuals, the type of accommodation needed can vary significantly depending on the environment. For instance, a noisy open office might require noise-canceling headphones, while a fast-paced work culture could call for clearer communication or flexible deadlines. Context helps determine the specific supports needed to navigate different situations effectively.

In addition, employers must understand that applicants are not required to disclose an official diagnosis or other medical information in order to receive accommodations. 

Inclusion goes beyond compliance

Creating accessible hiring processes isn’t just about checking a legal box—it’s about embracing transformative change. The OHRC promotes embracing universal design to eliminate the need for individuals with disabilities to repeatedly request accommodations, promoting equal participation and opportunity. Employers should adopt trauma-informed and accessible practices, acknowledging the lived experiences of marginalized people and developing processes that actively reduce harm. 

Additionally, the duty to inquire refers to the responsibility of employers and service providers to proactively ask individuals about their accommodation needs, rather than responding with an outright no or waiting for them to make a formal request. For example, ensuring that accommodations are normalized during hiring—stated explicitly and offered universally—can reduce stigma and encourage applicants  to share their needs without fear of judgment.

Accessibility work isn’t about special privileges; it’s about removing the systemic barriers that keep talent out of workplaces. When hiring processes are designed with accessibility in mind, everyone benefits. Clearer communication, more structured formats, and thoughtful engagement create better outcomes not only for neurodivergent individuals but for all applicants.

Workplaces that embrace accessibility as a standard, not an exception, set the foundation for true equity. By dismantling barriers, centering intersectional perspectives, and viewing diversity as an asset, we create futures where all individuals—regardless of race, gender, or ability—can thrive.

Accessibility isn’t a challenge to fairness; it’s the very definition of it.

Let’s reimagine our hiring processes and workplaces as spaces where potential, not privilege, determines opportunity.

 

Solutions for Accessible Hiring

  1. Share Questions in Advance: Providing interview questions in advance helps people with ADHD to process and prepare their responses. This ensures that neurodivergent applicants can focus on showcasing their skills, rather than struggling with organizing their thoughts or prioritizing the right examples during the interview.

  2. Create flexible Interview Formats: Allow applicants to choose between in-person, virtual, or written formats for interviews. Flexibility ensures that applicants can present themselves in the way that best aligns with their strengths.

  3. Train Hiring Teams: Educate recruiters and managers about their legal obligations and the importance of individualized accommodations. Address biases that may influence their perceptions of neurodivergent people.

  4. Engage Applicants Directly: Engage applicants in discussions about what accommodations they need to succeed. This practice not only aligns with legal obligations but also demonstrates a commitment to inclusivity.

  5. Normalize Accommodations: Reiterate to all applicants that accommodations are a standard part of the process, reducing stigma and encouraging disclosure.

 

*This blog post does not intend to provide legal advice.

Arezoo Najibzadeh
Next

For women to be better represented in Canadian politics, they first have to feel safe