Owner-Manager Attitudes to Soft Skills Training in Malta’s Small Enterprises

Abstract

A study of owner-manager attitudes to soft skills training in Malta and how these affect their small and micro businesses, and their learning as entrepreneurs. Talent retention and development may be overlooked when examining sustainable small business practice. In fact, training can help firms retain and develop a diverse range of employees, including those underrepresented in the workforce locally: upgrading skills rather than being caught in disruptive and expensive recruitment cycles (Bridge and O’Neill 2017; Klaus 2010). Training in soft skills (including interpersonal, communication, and listening skills as well as EQ) can provide a route to sustainable business growth. Studies as early as 2006 (such as Beaujean et al.) indicate that growing strong customer relationships is a crucial factor in achieving a competitive edge. Furthermore, the ‘impact of frontline emotional intelligence on the bottom line is clear’ and therefore work to encourage and develop such skills in employees is significant and worthwhile (Beaujean et al. 2006). This approach aligns well with key aspirations of the United Nations Sustainable Development Goals, especially number 9 (UN 2023). The attitudes of owner-managers, therefore, will certainly influence both whether soft skills are valued in the enterprise and whether all employees are offered training in these areas. This, in turn, may affect whether the business reaches its full potential.