Talent development and training effectiveness: soft skills can be trained

Purpose This paper aims to explore whether soft skills can be effectively developed through workplace learning, focusing specifically on small and micro businesses operating in small island states. This study investigates how stakeholder attitudes, particularly those of owner-managers, HR consultants, policymakers and employees, influence decisions related to soft skills training, talent management and employee development. Design/methodology/approach This study adopts a qualitative and interpretivist approach using grounded theory methodology. Data was collected through 26 semi-structured interviews with a diverse range of stakeholders, including owner-managers, HR consultants, policymakers and employees. Data analysis was carried out using MAXQDA, with themes generated through open and axial coding, constant comparative analysis and memo writing. This inductive process led to the development of a conceptual framework linking stakeholder attitudes to workplace learning practices. Findings This study reveals three core themes: (1) the perceived value of soft skills, (2) factors influencing the willingness to invest in training, and (3) practical approaches to workplace learning. While stakeholders recognize the importance of soft skills, conflicting attitudes, operational constraints and concerns about trainability, shape inconsistent investment in workplace learning. However, where training is implemented in context-specific, informal or low-cost ways, it is perceived as impactful. The findings also demonstrate how resistance to training often signals deeper cultural or structural issues rather than a lack of relevance or interest. Originality/value This study provides an original, data-led contribution to ongoing debates about the trainability of soft skills in the workplace. By situating the discussion within the context of small and micro businesses in small island states, it offers context-sensitive insights and practical strategies for integrating soft skills development into talent management systems. The paper challenges the nature-vs-nurture binary and reframes soft skills as strategic, structural assets for sustainable business growth.