PGA Member Fraser Thomson has worked at Adare Manor since the start of 2018, and gradually developed and moved up the ladder.
Beginning as an Senior Assistant Professional, Thomson has recently become Director of Golf Operations and now, he has a hand in helping employees develop and progress in the same way he has across the last seven years.
Providing feedback, using different resources and setting goals are all strategies that can be used to help members of staff grow and learn.
Here, Thomson explained how his team at Adare Manor use these techniques in their employee development process.
Do you set goals to encourage development?
Part of our induction is that we have a set standard of coffee chats, check-ins and probation to allow for formal conversations around employee development
We have a check-in in your first three months with us. They then have a probation chat, which is six months and then we have a coffee chat every three months after that. That allows us to have a scheduled sit down with our employees every three months.
We discuss through what their future looks like. Setting goals where we see the progression, where they see it, and make sure we find that middle ground. This scenario provides an opportunity to share feedback, highlight areas for improvement, and discuss additional responsibilities.
Goal setting and progression is an important one, just to keep them engaged in our mission statement.
Pictured: Director of Golf at Adare Manor, Fraser Thomson
Do you use online resources or in-person classes?
Our training and development managers developed an application called Mapal One, which we're all registered in. That has everything from a training aspect that they have to complete when they work with us.
Employees are required to complete training in fire safety, manual handling, and department-specific topics like food allergens. Beyond these, optional classroom-based courses are offered to support professional growth and development.
There's a huge number of classes they can take part in. Some of them are online and that we have built with the company to make sure they're in keeping with our brand, but we try to get them in class as much as possible when it comes to development.
How do you communicate what type of development opportunities there are?
As we prepare for the Ryder Cup, we are carefully managing golf rounds to ensure pristine playing conditions in 2027. This also provides our core golf team with longer non-playing windows to focus on development and become more well-rounded in the golf operation. We look at the team we have, it gets a little bit smaller during the winter, the core team, and then we bring in a lot of seasonal people in the summer.
Staffing levels can decrease from 20 to as few as six or seven in the winter months. When operating without a golf course for a prolonged period of time, maintaining motivation among the core team becomes a critical priority.
During the off-season, we begin developing the bag drop attendant into an Assistant Golf Operations Manager. This includes training in the pro shop, learning the retail side, and building guest interaction skills. The closure provides an excellent opportunity for this development, and the same applies to our golf professionals.
How can we look to encourage them to push teaching revenue when the golf course is closed? What areas our golf journey are a service but lack experience and storytelling? What good behaviours can we work on to cement for the following season? The closure offers a valuable chance to review, discuss and implement actions.
How do you identify high potential team members?
We’re lucky that we do have a small team, so we're always having those constant conversations, and it varies from person to person. Some of our team members are retired and content to continue contributing without pursuing advancement. Ensuring they remain engaged and fulfilled is a key priority.
But we might have someone who comes in as a trainee professional and how we look at that is slightly different. It's more, ‘How can we help you become what you want your position to be in five years’ time?’
Thriving individuals can be recognised within months here. They are those who embrace our brand, show genuine enthusiasm for being part of Adare Manor, engage meaningfully with guests, and demonstrate integrity by doing the right thing when no one's watching.
