'It takes a lot of energy to survive'

Employers are constantly faced with daily challenges and chief among them, catering to the individual needs of their workforce. Notably, for those with plan members who are diagnosed with ADHD, that often means navigating invisible hurdles.

Plan sponsors, HR leaders, consultants and employers were treated to a session on navigating neurodiversity at Beneva’s recent health symposium. The key message shared among panelists was every plan member -  and indeed employer - deserves to be heard with compassion, free from judgment, and supported with care that meets their specific needs.

“There’s still a lot of stigma around ADHD,” noted Melissa St-Louis, co-founder of Nüense, a neurodivergent consulting firm. She also highlighted that the identification rate is around zero to 2 per cent among large employers.  

“People will mask. People will not disclose because they are afraid. They are afraid that they might miss some opportunities because the employer might second guess their professional abilities,” she added.

As a result, the energy spent among plan members who mask symptoms and conceal challenges is immense.

“It takes a lot of energy just to survive in the workplace. While I’m using this energy to mask and hyper compensate, I’m not being my most creative and innovative self,” added St-Louis, noting this chronic masking leads to employee burnout and goes unnoticed by employers until it’s too late.

Michel Cameron, assistant director, pharmacogenomics at Biron Health Group, offered a clinical perspective on ADHD, describing it as a neurodevelopmental condition that alters brain structure and impacts cognitive functioning.

While it typically affects attention, impulsivity, and sometimes hyperactivity, he emphasized that not all individuals exhibit every symptom.

“It’s generally a chronic disease,” he said, “so it’s a lifelong condition, and it has to basically be managed throughout the course of someone’s life.”

Cameron also acknowledged the high rate of comorbidity among those with ADHD as well, noting that in adults, only 15 per cent have ADHD and also deal with other mental issues like anxiety and mood disorders.

Fran Delhoume, co-founder at Nüense, advocates for a proactive, inclusive workplace approach that goes beyond reactive accommodations based on formal diagnoses. She warned against isolating employees simply because they haven’t disclosed a condition.

“You don’t want to ignore the needs of anyone, and you don’t want to isolate people. That’s not the answer here… I'm not saying it's an easy and simple task, but it's not necessarily complicated. There's a difference between the complex and the complicated,” she said.

That’s why Nüense’s approach is grounded in four key pillars: tools and software, interpersonal dynamics, organizational processes, and the physical or digital environment.

The main idea is to focus on tools and to remove unnecessary barriers and reduce cognitive strain. For example, giving broader access to self-checking tools or assistive software can benefit everyone, not just those with a formal label.

Delhoume stressed that inclusion isn't just about resources, but also about trust and safety.

“If I have all of the software and accessories available, but I don’t feel safe enough to ask for them or to use them, I won’t,” she said, adding that psychological safety and open communication with managers and colleagues are essential to enabling disclosure and support.

She also pointed to hidden systemic barriers in HR and communication processes. When channels for raising issues or asking for help are unclear, stress builds up for employees who already struggle with executive functioning.

“If it’s not clear where I can communicate, I will have this added pressure,” she noted, describing confusion over whether to call, email, or message in Teams. This might be a minor decision for some but could also end up being a major cognitive burden for others.

Finally, she addressed the physical and virtual workspace. Signage, organization, noise levels, and even folder structures all play a role in accessibility. Even details like sensory mapping can make all the difference, allowing employees to choose workspaces that match their needs.

A simple audit

For those struggling or unsure where to start, Delhoume and St-Louis outlined pragmatic first steps for organizations aiming to create a more inclusive environment for neurodivergent employees. They emphasized to not start with new initiatives, but assessing what’s already in place.

Delhoume urged employers to begin with a simple audit.

“Just go see what you’re doing good already,” she said, acknowledging that often, resources and supportive practices already exist but remain invisible or under-communicated. Making those efforts more visible can build confidence and momentum.

She also emphasized the need to identify “the blind spots”. Gathering contextual, ground-level data can help organizations choose next steps that are tailored to their unique realities and not just generic solutions.

Meanwhile, St-Louis built on that point with a call for clear, accessible communication tools. One effective measure, she suggested, is to provide managers and HR with a simple roadmap outlining how to respond when an employee discloses a need or diagnosis.

This should include everything from what’s covered under insurance, to available employee assistance resources, to how to access specialized support.

She also stressed the importance of following-through with their plan members. Seeking a diagnosis, for example, involves multiple steps and barriers, including financial, logistical, and emotional. Employers can play a vital role simply by checking in.

“If all these measures are put in place, then employees are aware that these resources are available,” emphasized Cameron. “So many employees find themselves in a situation that's challenging in terms of their health and are unaware that these resources are there for them and don’t know they could actually help them. Awareness is really key as well.”