Some suggestions and proposals for the employment of people with epilepsy, considering the institutional and legal context of an organization, can be:

  • Path of inter-institutional collaboration and sharing towards a labour inclusion system that can be more efficient and organic throughout the country.
  • Provision of a unified reference framework with respect to principles, interventions and implementation methodologies.
  • Support for administrative capacity actions, with a view to inter-institutional collaboration, favouring the adoption of innovative interventions in regional planning and supporting the strengthening of what is already provided by the territorial services for targeted employment.
  • Promotion and consolidation of the systematic management of administrative data referred to the targeted placement, constant and regular updating of the information flows, development of application collaboration oriented towards full interoperability among the reference systems on epilepsy, within the framework of regional governance and in synergy with the needs for uniformity expressed at the national level, also for the purpose of their appropriate analysis and evaluation.
  • Accessible and dynamic IT platform for the systematic collection of good employment inclusion practices in order to contribute, through the dissemination of positive and effective experiences, to the raising of management standards of the targeted employment system and to ensure the availability throughout the national territory of replicable models of actions, procedures and projects.
  • Annual monitoring of the implementation of the Guidelines, by the Ministry of Labour and Social Policies with the collaboration of the competent regional administrations, also making use of the reasoned repertoire of good practices expressed by the territories and contained in the IT Platform.
  • Proposal for the adoption of the mainstreaming of epilepsy for a system of analysis and evaluation of the policies promoted by the regional administrations that considers the potential impact on the world of epilepsy of the measures prepared, not only in terms of equity but also in terms of economic growth.
  • Proposal for an ex-ante gender assessment of the impact of the measures adopted by the administrations in the field of targeted employment.
  • Promotion of communication campaigns and enhancement of corporate social responsibility that guarantee good quantitative and qualitative results in terms of employment and produce the necessary cultural changes on the issue of epliepsy in organisational and production contexts.
  • Introduction or consolidation, by the administrations responsible for targeted employment, of rewarding mechanisms and clauses in public contracts in favour of companies and bodies that have instituted the figure of the person responsible for job integration in the workplace.
  • Recourse to the figure of the person responsible for job placement in the workplace also in an advisory capacity for SMEs by drawing on skills available in the area.
  • Remodulation of the targeted employment measures and services, based on the adoption of intervention models, with the identification of the persons responsible for the procedures of PwE management and monitoring of the inclusion, without neglecting the territorial peculiarities and the governance implications of the system resulting from their adoption.

Information sources

  1. Strobel, K. R., Kurtessis, J. N., Cohen, D.J., & Alonso, A. (2015). Defining HR Success: 9 critical competencies for HR professionals. Society for Human Resource Management. Alexandria, VA.
  2. Campion, M. A., Fink, A. A., Ruggeberg, B. J., Carr, L., Phillips, G. M., & Odman, R. B. (2011). Doing competencies well: best practices in competency modeling. Personnel Psychology, 64, 225-262.
  3. Graham, D. (2017). Embedding employability behaviours, Journal of Work-Applied Management, Vol. 9 No. 1, pp. 35-50, available at: http://doi.org/10.1108/JWAM-01-2017-0001.
  4. Herman, S.J. (2017). Teaching contemporary human resource management, Journal of Management Education, Vol. 32 No. 4, pp. 143-145.
  5. Kurtessis, J. N., Strobel, K. R., & Alonso, A. (2014). The SHRM Competency Model Content Validation Study. Available online on shrm.org/HRCompetencies/ PublishingImages/14-0705%20Content%20Validation%20Study%203.pdf
  6. Kurtessis, J. N., Strobel, K. R., Tannenbaum, R., & Alonso, A. (2015). The SHRM competency model examination of the relationship between performance and proficiency.
  7. Mullins, L. and Christy, G. (2016). Management and Organisational Behaviour, 11th ed., Pearson, Harlow and New York, NY.

Suggested readings

  1. Vic Benuyenah V., Boukareva B., (2018) Making HRM curriculum relevant – a hypothetical practitioners’ guide, Journal of Work-Applied Management, ISSN 2205-2062.
  2. Wong K. (2023), Diversity and inclusion in the workplace: Benefits and challenges, on Diversity, Equity, Inclusion, and Belonging (DEIB), Available online.
  3. Society for Human Resource Management. (2008). Managing your HR career: A survey report by SHRM. Available online on shrm.org/Research/SurveyFindings/ Articles/Pages/ 2008ManagingYourHRCareerSurveyReport.aspx
  4. Garnett, J., Abraham, S. and Abraham, P. (2016), “Using work-based and work-applied learning to enhance the intellectual capital of organisations”, Journal of Work-Applied Management, Vol. 8 No. 1, pp. 56-64, available at: http://doi.org/10.1108/JWAM-08-2016-0013.