Unlocking Human Capital in T&T: From Brain Drain to Talent Retention

Trinidad and Tobago recorded 8,000 new jobs in the fourth quarter of 2025, according to the Central Statistical Office. While this marks a positive trend, Kandice Cunha-Thompson, CEO of Eve Anderson Recruitment Limited and President of the Trinidad and Tobago Organisation for Recruitment Service Providers (TTORSP), points out that these gains are set against a backdrop of ongoing changes in the labour market.

The Talent Economy
Energy-sector boom-and-bust cycles, digital transformation, migration and ‘brain drain’, and the COVID-19 pandemic have all reshaped workforce expectations and business operations. Amid these changes, Cunha-Thompson notes a key shift in the labour market: the transition from a traditional “job-for-life” culture to a talent economy. “Recruitment and human resources (HR) have evolved from largely administrative functions into strategic business disciplines focused on attracting, developing, and retaining talent,” she explains.

This shift is also transforming what keeps employees engaged. As Cunha-Thompson observes, “Salary is no longer the primary driver of retention. While competitive and transparent compensation remains important, employees are increasingly evaluating employers based on what I call the whole-life proposition.” Many professionals now prioritise supportive leadership, organisational culture, flexibility, and work-life balance alongside salary, while employers face increasing pressure to secure specialised talent in a highly competitive market.

Hybrid work arrangements, personalised benefits such as mental health resources, professional development, wellness initiatives, and clear career advancement pathways have become powerful retention tools. To encourage wider adoption, Cunha-Thompson advocates modernising labour legislation to enable flexible work, while also increasing investment in workforce development, digital infrastructure, childcare services, and initiatives to promote living wages for long-term talent retention.

Closing the Skills Gap
The concept of ‘brain drain’ has evolved and now extends beyond the migration of doctors and engineers. Today, Trinidad and Tobago is increasingly experiencing the loss of project managers, HR professionals, healthcare workers, skilled tradespeople, and experienced middle managers. Remote work has also created what Cunha-Thompson describes as ‘the new brain drain,’ where professionals reside locally but work for overseas employers. This trend, she explains, contributes to longer recruitment timelines, higher salary expectations, and persistent skills shortages.

While CARICOM labour mobility, diaspora engagement, and return incentives can help address talent gaps, she maintains that their success depends on removing administrative barriers and pairing them with stronger education and training programmes to better match workforce needs. Comprehensive workforce development and retention strategies are also essential.

Current recruitment trends indicate persistent shortages in the skilled trades despite their strong earning potential. Gaps are also evident in digital and technology roles, shipping and maritime services, and in experienced project managers, compliance professionals, and middle managers.

Cunha-Thompson notes that wage compression at the mid-management level is also impacting retention, as salary growth has not kept pace with rising entry-level wages. She asserts, “Priority should be given to strengthening talent pipelines in the skilled trades, digital economy, logistics and maritime sectors, healthcare, and professional services including legal, project management, compliance, and business leadership roles.” Addressing these gaps, she argues, will boost productivity and innovation, strengthen competitiveness, and promote long-term economic growth and diversification.

A Regional Knowledge Economy Hub
Trinidad and Tobago is well positioned to become a regional knowledge economy hub. Achieving this will require strengthening organisational culture, deepening partnerships between employers and educational institutions, and embracing artificial intelligence to enhance – not replace – human talent. Cunha-Thompson adds that investment in employee wellbeing, lifelong learning, and workplace collaboration will be critical for sustained competitiveness.

Capitalising on these opportunities will also require modernised labour legislation through continued dialogue on sustainable wage policies, stronger labour market intelligence, and greater investment in human capital. As Cunha-Thompson maintains, “The countries and organisations that will thrive in the future are those that view human capital as a competitive advantage and invest accordingly.”

Ultimately, she concludes that Trinidad and Tobago’s competitiveness will hinge on empowering local talent to thrive amid technological change: “What we need is the institutional will to build systems and strategies that fully harness and support our talent.”