One question I'm asking immediately is, did you know about the ADD? Had he told you? Reasonably, you were not supposed to diagnose or label him, without him giving you the information. Without him declaring his condition, you could not know about it. However, if you'd looked into his behaviours, might you not have guessed?
If you knew about it, had he asked for reasonable accommodations already? If he had not, then he was technically in the wrong. He knows what you're asking of him, and he knows what he finds difficult, and so he's the one who could have seen the problems. On a basic level, the employee cannot expect you to guess at their needs. However, if he had requested them, you are in the wrong, because you needed to go through a process to negotiate some with him. That means asking an external assessor (an occupational health specialist) to talk to him about this illness to determine some reasonable steps, which they would present to you and, between you, you'd agree on some of them.
If he is only bringing this up now, then he's in the wrong again, but that doesn't mean you don't have a responsibility. A few years ago, you'd be home and hosed, but we have a better attitude towards neurodiversity these days. We've recognised that it's a good thing to have neurodiversity in teams, so we go a little further towards those who have the relevant conditions. However, individuals are behind the curve and they still fear discrimination and ostracism. So you have to be the one here who wears the bigger pants until people with neurodiversity feel fully confident to declare their condition.
I think you need to let him know that the PIP is completely cancelled while you work on this together. Tell him that you hope he will rest while off, and then come back to work knowing that you're going to look into some reasonable accommodations. I have people with ADD in my team (I'm an org psych) and these are the accommodations we make as standard. Any formal documentation needs to be absolutely up to the standard of anyone else. This goes for people with ADD, dyslexia etc. However, we do not expect that meticulous attention to detail in informal internal comms. As just one example, as long as the facts are all there, we don't worry about internal emails that are less well structured, have spelling mistakes, aren't exactly formatted to our standards etc. We also turn a blinder eye to odd behaviour in the office, so looking really bored when the person is really bored, as long as this doesn't happen on external calls. We also don't worry about the one or two people who don't do "small talk". Once you and the team get used to these things, you realise that the really are nothing at all.
I'm going to say this - it reads like you started his planned vacation looking for missed steps and issues, which wasn't a smart move. Not only was it unfair on him, but it potentially sends a message to the rest of the staff that "don't go on holiday, because we'll look for all your mistakes while you're away, and punish you when you're back". You didn't need to wait until he was away - yes, it was easier, but you could have done this at any time, rather than ambushing him when he got back.
So I think you should mend the bridges, ask that he sees an external occupational health specialist, and go from there. Otherwise, even if he didn't tell you about the ADD, and he didn't ask for accommodations, just by waiting for him to go on holiday before "documenting", you don't look good. As for what is in it for you, there is tonnes of evidence out there, anecdotal and researched, that increased neurodiversity in your team is a good thing, so seek to make the best of an opportunity. You're also potentially enabling someone from a minority group to succeed in the world of work, and that ought to give you a warm feeling of doing something right for society.
I'm posting anonymously for the privacy of the neurodiverse people in my organisation, and not because I'm hiding from my advice.
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