Date of Conferral



Doctor of Business Administration (D.B.A.)


Business Administration


Pamm Kemp


Talent management strategies to acquire, develop, and retain employees are essential, as 73% of business leaders in the United States identified that good human resources practices favorably impact the efficiency and effectiveness of business operations. Based on the people capability maturity model and transformational leadership theory, the purpose of this qualitative multiple case study was to explore the strategies that small and medium-size business (SMB) leaders used to acquire, develop, and retain employees in the Cayman Islands. The participants comprised five SMB leaders in the Cayman Islands who successfully used talent management strategies to acquire, develop, and retain employees for more than 5 years and four employees who worked with the SMBs for more than 5 years. The selected leaders participated in face-to-face semistructured interviews while the employees participated in a focus group. The data were analyzed using Yin’s five-phase analysis cycle. Four themes emerged from the data analysis: conducting management assessments, following recruitment and selection guidelines, empowering and enabling employees, and fostering workplace loyalty. A recommendation is that SMB leaders prepare training manuals from their successful procedures for internal use and benchmarking with other SMBs. The implications for positive social change include the potential for leaders to improve employee development and retention. Further social change potentials include higher revenues to benefit society through employees becoming mentors and volunteers in local communities.