Desired Workplace Support: Perspectives of Adults with ADHD and/or Autism

Background Adults with ADHD and/or autism often face substantial challenges in working life. Although society offers support, interventions often fail to meet individual needs. Aim To explore, in adults aged 25–40 with ADHD and/or autism, what characterizes support perceived as essential, including how, when, and by whom it should be delivered. Method A qualitative survey explored desired forms of support in working life in Sweden. In total, 531 participants responded (24.5% response rate). Qualitative analysis of open-ended responses was performed to identify key patterns regarding support needs and expectations. Results Respondents consistently emphasized the need for person-centered, flexible, and sustainable support, noting that timing, delivery approach, and relational attitudes were as critical as the content of any intervention. They described comprehensive, coherent assistance tailored to individual circumstances as essential. However, participants reported that, in reality, the support they had received was fragmented and fell short of these expectations, revealing a discrepancy between desired and actual provision. Conclusions Effective support must be person-centered. Not only in what is provided but also in how, when, and for how long it is delivered. Embedding flexibility and responsiveness into workplace practices is essential for promoting long-term employability and well-being. Lay Abstract Many autistic and ADHD adults face challenges at work. Support exists, but it often does not match individual needs. Previous research shows that workplace adjustments can help, but they are not always provided in ways that work for the person. This study asked over 500 adults in Sweden with autism and/or ADHD what support they find most helpful and how they experience the help they receive. People shared their views in both structured questions and open comments, giving a rich picture of real-life experiences and what truly matters to them. The findings show a clear gap between what people need and what they get. Participants stressed that support should be flexible and person-centered. It is not only about what is offered but also how, when, and for how long. Attitudes and relationships at work matter as much as practical changes. Many described support as fragmented and short-term, which made it harder to stay in work or return after unemployment. They also highlighted that unclear communication and a lack of understanding from managers often created stress. To make workplaces more inclusive, support must be tailored and adaptable over time. Employers, service providers, and policymakers need to work together to create sustainable solutions. Open communication, willingness to adjust, and long-term planning are key. These steps can help more neurodivergent adults find and keep jobs while maintaining well-being and contributing strength to society. When support works well, it benefits not only the individual but also teams, organizations, and the wider community.