Thriving Jobs Early Validation: Listening to Professionals and People with Lived Experience

As part of the development of the Thriving Jobs Guidebook for Professionals, project partners completed an early validation phase to ensure that the resource is grounded in real employment experiences, professional practice and the needs of people with mental health conditions.

The process was carried out through focus groups and consultations with 21 participants (professionals, practitioners and people with lived experience) in Spain and Italy. This step helped test the proposed methodological approach, validate the Guidebook structure and identify areas to strengthen before the writing phase.

Thriving Jobs starts from a clear idea: improving employment outcomes for people with mental health conditions requires more than access to a job.

Validating the concept of quality employment

Participants confirmed the importance of understanding quality employment as a pathway, not as a single job placement. Stability, appropriate workload, personalisation, professional development, wellbeing at work, recognition, flexibility and meaningful participation were highlighted as essential elements.

The discussions also helped refine the concept. Job quality cannot depend only on the person’s capacity to adapt. Companies, teams, managers and organisational culture must also play an active role in building fair, inclusive and supportive workplaces.

A person-centred approach, with practical challenges

The project’s person-centred and value-based approach, inspired by the ACIP model, was positively received. Professionals recognised its relevance for supporting pathways connected to what matters to the person, rather than focusing only on symptoms, limitations or labour market urgency.

However, participants stressed that applying this approach in real contexts requires time, training, continuity and practical tools. Each pathway may evolve differently depending on the person’s needs, health status, work environment and support networks. This confirms that the Guidebook should present employment support as a structured but flexible process.

What makes employment sustainable?

People with lived experience provided essential insights into what helps make work sustainable. They referred to jobs adapted to the individual, clear roles and tasks, positive team relationships, realistic expectations, good onboarding, recognition and a welcoming work environment.

Job security and fair remuneration were also identified as important factors, as stable employment can support autonomy, safety and independence. At the same time, sustainability depends on manageable workloads, flexibility where possible, emotional support, self-care and continued access to therapeutic or support services.

The discussions showed that barriers to job retention are not only technical. Stigma, isolation, rigid environments, short-term contracts, unclear communication and insufficient workplace adaptations can all affect a person’s ability to remain in employment.

The role of professionals and employers

The early validation confirmed that professionals play a key role in building bridges between the person, the workplace and the wider support environment. Participants valued close, respectful and person-centred support, especially when it helps people identify strengths, prepare for job interviews, understand work contexts and make informed decisions.

Participants also highlighted the importance of working directly with employers. Awareness-raising, guidance on workplace adaptations, support for managers and teams, and clear communication can help prevent misunderstandings and early disengagement.

The feedback also pointed to the need to avoid paternalistic approaches. Supporting people with mental health conditions means recognising their rights, values and potential, while offering support without taking control away from them.

Strengthening the Guidebook before the writing phase

The contributions gathered will inform the next stages of the Guidebook development. Rather than producing a theoretical manual, Thriving Jobs aims to create a practical resource for assessing needs, designing individualised employment plans, working with companies and promoting long-term sustainability.

A shared step towards better employment pathways

The early validation phase has shown that improving job quality for people with mental health conditions requires shared responsibility. Professionals, employers, colleagues, families, mental health services and community networks can all help make employment more sustainable and meaningful.

Thriving Jobs is taking an important step towards resources that respond to real needs. The feedback collected will help ensure that the Guidebook is useful, realistic and adaptable for different contexts.