Talent management practices in small- and medium-sized enterprises in the hospitality sector: An entrepreneurial owner-manager perspective

PurposeThis paper aims to examine talent management (TM) practices in small- and medium-sized enterprises (SMEs) within the hospitality industry. Specifically, the views of SME owner-managers in the hotel and restaurant sector are examined. There appears to be challenges unique to SMEs within this sector (e.g. resource constraints and poor reputation) that can potentially result in a loss of competitive advantage. Therefore, research aligned within this context is an issue of importance.Design/methodology/approachThis paper draws primarily upon semi-structured interviews with five entrepreneurial owner-managers of SMEs in the hotel and restaurant sector. An inductive thematic analysis identified main themes that emerged from the interview data.FindingsFindings revealed that there is a clear commitment towards training and development for employees; however, this initiative is primarily driven by employees identifying their own training needs. The ad hoc TM practices are largely influenced by day-to-day business pressures because of the nature of the hospitality industry. The absence of formalised TM practices, however, does not imply the lack of strategies in place for people management and development.Practical implicationsThis paper aims to develop a better understanding of practitioners’ perceptions of TM, strategic TM practices that they may or may not adopt and current TM challenges that they encounter. Key issues relating to defining, attracting, retaining and developing talent are discussed, followed by several practical recommendations.Originality/valueThis paper examines a relatively under-researched yet significant sector of the hospitality industry and provides deeper insights into the dynamics of TM in SMEs