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Purpose

The paper is part of a wider four year doctoral study examining talent management in small and micro businesses in small island states. It focuses specifically on soft skills training and how it is used as an employee retention tool, analyzing the attitudes of owner-managers, HR consultants and the effect on their businesses.

Design/methodology/approach

This paper’s methodology is a qualitative one, gathering data from fourteen semi-structured interviews, with constant comparative analysis to determine findings. MAXQDA software is utilized throughout the process.

Findings

Findings emerging from the data indicate that the soft skills trainability of employees is questioned by owner-managers and often overlooked as a talent management tool. This at a time when the competitive importance of outstanding customer relations makes such skills increasingly important, especially since the talent pool in small island states is relatively small.

Originality/value

Findings shed light on small and micro businesses in a small island state and may also reflect regional economies of larger countries that similarly rely on small and micro businesses.

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