Making ADHD work: A neurodiversity roadmap for Maltese workplaces
As more and more Maltese workplaces wake up to the reality of adult ADHD, Dayna Camilleri Clarke speaks to Professor Nigel Camilleri to uncover how practical, low-cost adjustments can unlock talent, strengthen teams, and build more resilient organisations.
Awareness of adult ADHD has grown, yet many Maltese workplaces still overlook both the challenges and the exceptional strengths that employees with ADHD bring. For employers, leaders and HR teams, understanding this cognitive profile supports inclusivity and also strengthens innovation, wellbeing and long-term organisational resilience.
Nigel Camilleri
Professor Nigel Camilleri, Consultant Psychiatrist and Clinical Lead at TAASC, notes that local businesses are increasingly recognising the prevalence of adult ADHD. “Many adults with ADHD are already thriving in professional roles in Malta, and their strengths become far more visible when employers understand how to support them. Once companies begin to appreciate the breadth of ADHD traits, they often realise that they already have talented individuals in their workforce who simply need a few thoughtful adjustments to perform at their highest level. As awareness improves, workplaces are shifting towards practices that allow this talent to flourish sustainably.”
Professionals with ADHD often excel in areas modern organisations value. They think creatively, solve problems quickly and spot patterns others may miss. In sectors such as finance, gaming, health care, hospitality and logistics, this kind of rapid, flexible thinking can give companies a meaningful advantage. Employees with ADHD also tend to remain calm under pressure and show strong perseverance when engaged in meaningful work.
Professor Camilleri explains that these strengths often go unseen for environmental rather than personal reasons. “The difficulty is that these strengths can be masked by environments that do not fit how the ADHD brain works. Noise, clutter, unclear priorities and constant context switching can drain mental resources. What appears to be a lack of motivation is usually a mismatch between a person and their surroundings. When this mismatch is ignored, performance drops and burnout becomes a real risk.”
Many adequate supports are straightforward. Flexible starting times help employees avoid sensory overwhelm during peak traffic. Hybrid or at-home working reduces interruptions—written summaries after meetings ease the load on working memory. Mini deadlines, step-by-step task outlines, visual reminders, quiet workspaces, noise-cancelling headphones, movement breaks, and clear calendars can make day-to-day work far more manageable.
Professor Camilleri stresses that these adjustments are more accessible than many organisations assume. “Most changes that help adults with ADHD are simple and inexpensive. A few tweaks to structure or communication can transform an employee’s ability to focus and deliver. These supports often benefit the wider team as well, because clarity and flexibility are universally useful. Companies worry that accommodating ADHD requires heavy investment or complicated programmes, but in reality, it is about small, steady changes that make the workplace more humane and more effective.”
Emotional dynamics matter too. Many adults with ADHD experience heightened sensitivity to criticism, sometimes linked to rejection-sensitive dysphoria, where even mild feedback can feel overwhelming. This is not immaturity but a neurological response. Managers do not need to soften feedback, but offering clear reasoning, concrete examples, and a balanced view helps employees stay receptive and engaged.
Burnout is another hidden vulnerability explained by Professor Camilleri. “Hyperfocus can drive exceptional output, but it also makes it easy to push beyond healthy limits. HR teams can help by maintaining realistic workloads, holding regular check-ins and encouraging rest when needed. Steady, sustainable productivity is far healthier than cycling between intense effort and exhaustion”.
Meetings deserve particular attention—many individuals with ADHD struggle to think and speak clearly in crowded, fast-moving discussions. Sensory overload and rapid internal processing can block their ability to contribute, even when their ideas are strong. Sending materials in advance and inviting written input beforehand gives every employee an equal chance to influence decisions. Several Maltese companies that have adopted this approach report richer discussions and a broader range of ideas.
The business case for supporting ADHD is clear. Organisations gain greater creativity, better problem-solving, stronger loyalty, and lower turnover. Staff wellbeing improves, and communication becomes more precise. In a small economy where talent is precious, these advantages matter.
Professor Camilleri observes this shift first-hand. “When companies step away from outdated assumptions, they begin to see just how much adults with ADHD can contribute to strategic thinking, crisis management and innovation. I am seeing increasing numbers of Maltese employers who want to understand neurodiversity properly, not as a trend but as a serious investment in people. The pace varies between organisations, but the direction is unmistakable. We are moving towards workplaces that value diversity of thought and recognise the competitive advantage it brings.”
Beyond individual adjustments, there is a broader cultural shift that Maltese organisations can embrace. Culture shapes how safe people feel when raising difficulties or asking for clarity. In fast-paced environments where performance is prioritised above all else, employees with ADHD may hide their struggles for fear of being judged. This silence can be more damaging than the condition itself. When leaders welcome questions and normalise different working styles, people feel more confident explaining what they need.
This cultural shift appears in practical habits. Consistency in expectations, clear communication about changes and following through on commitments all reduce uncertainty. For adults with ADHD, uncertainty can be mentally draining. A stable framework allows employees to focus on the work itself rather than interpreting shifting expectations. Managers also benefit, gaining clearer insight into bottlenecks and workload imbalances.
When you design work to be clearer and more visual, everyone benefits
Training plays a key role. Even short workshops introducing ADHD concepts can change how teams interpret behaviour. A colleague who misses details or shifts between tasks may otherwise be judged as careless when they are navigating a different cognitive pattern. Understanding this reduces frustration and supports smoother collaboration. Several Maltese workplaces that have introduced neurodiversity training report stronger teamwork across the board. Professor Camilleri notes that demand for these programmes is growing.
Recognising competence publicly also matters. Many adults with ADHD have heard more about their difficulties than their strengths. When employers highlight their contributions, confidence grows, motivation rises, and employees are more likely to take initiative. Small acknowledgements, such as celebrating creative ideas or noting progress, reinforce a sense of belonging.
All these developments point towards a more adaptable and forward-looking approach to management. Malta’s economy continues to move towards knowledge-based work, digital services and highly collaborative industries. These fields thrive on diverse thinking styles that can respond quickly to new challenges. ADHD fits well within this landscape when workplaces are willing to accommodate it thoughtfully.
Supporting employees with ADHD is not about lowering standards or offering special treatment. It is about designing environments that recognise how different minds operate and creating conditions that allow every employee to perform at their best. Organisations that understand this will retain talent, attract new hires, and build reputations as progressive, employee-centred employers. In time, this approach strengthens teams, sparks innovation and contributes to a more resilient national workforce.
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