Rejection sensitivity, sometimes called rejection sensitivity dysphoria or RSD, is the term used to describe an intense emotional response to criticism, rejection or the feeling that someone is disappointed or unhappy with you.

It is not a separate clinical diagnosis, but many people with ADHD report experiencing it and it can have a major impact on confidence and working life.

In one recent employment tribunal case, Ryan Toghill v Lidl Great Britain Ltd, the tribunal heard that Mr Toghill, who had ADHD, experienced rejection sensitivity, described in the judgment as an intense sensitivity to the impression of being rejected, harassed or criticised.

The tribunal found that Lidl had unfairly dismissed Mr Toghill and had failed to make reasonable adjustments in parts of its disciplinary process.

In another case, Ms Sophie Stone v MA Business Ltd, the tribunal heard that Ms Stone was dyslexic and neurodivergent and experienced rejection sensitivity dysphoria.

During a discussion about workplace adjustments, her manager made a comment to the effect that she should “get back in her box”.

Although the tribunal accepted that the manager had not meant to cause offence, it found the remark amounted to harassment related to disability. The judgment specifically referred to Ms Stone’s rejection sensitivity and said the comment was “understandably triggering” for her.

She was later awarded £12,000, including £10,000 for injury to feelings.

Rejection sensitivity can be particularly difficult in the workplace because a comment a manager may see as fairly routine can have a much bigger impact on someone with ADHD.

Dr Mukesh Kripalani of the ADHD Centre said: “People sometimes think rejection sensitivity means somebody is simply overreacting or being too emotional, but that is not necessarily what it looks like.

“It may be that the employee who seems incredibly conscientious, helpful and accommodating, but is constantly worrying underneath that they have done something wrong or that their manager is unhappy with them.”

He added: “Managers can make relatively simple changes, such as giving difficult feedback privately, being clear and specific rather than vague, avoiding sarcastic or humiliating language and giving someone time to process a conversation. Employers should also talk to neurodivergent staff about what helps them and what reasonable adjustments might be useful, including during disciplinary or performance-management processes.”