Your Chief Virtual Learning Architect

Learning to Performance

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Custom Design & Delivery

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Predictive Evaluation

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Enterprise Learning Strategy

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Dave Basarab Consulting has elevated the training experience, offering an end-to-end comprehensive approach that includes training strategy, instructional design, development, delivery , post program training transfer, and evaluation (via the unique Predictive Evaluation methodology). Virtual Chief Architect Dave Basarab has combined all of these individual training elements with his user-friendly, comprehensive Learning to Performance approach, which significantly increases companies' training ROI.

Why we are different

Innovation: Our primary focus is creating learning programs using a Learning to Performance approach.
Expertise: Dave offers the depth and breadth of his experience, including working internally at prestigious companies (Motorola, Ingersoll Rand and Pitney Bowes) as well as his knowledge and expertise as a highly-respected, sought-after consultant.
Partnership: Basarab collaborates with companies, serving as their own Chief Learning Officer whenever they need to plan, strategize, or implement training initiatives.

Training Services

Enterprise Learning Strategy

Enterprise Learning Strategy

At Dave Basarab Consulting, we're experts in creating Enterprise Learning Plans. We work with you to develop your company's learning strategy and direction.

Custom Design, Development, & Delivery

Custom Design, Development, & Delivery

Custom training is an effective way of developing the capability required to execute your strategy. We are a custom design house that creates programs specific to your business.

Learning Burst Development

Learning Burst Development

We can create and deliver your courses via our unique Learning Burst Method - keeping your employees at their jobs while receiving world-class training.

Predictive Evaluation

Predictive Evaluation

We predict the ROI for your courses and establish success gates. We then evaluate the course against the success gates to show value realized and continually improve results.

Leadership Development

Leadership Development

Turn-key virtual custom leadership development program that combines world-class leadership speakers/educators with post-event personalized coaching to provide you with a cadre of highly skilled leaders.

Predictive Evaluation

Building a Case for Investing in Learning Analytics Infrastructure

Across Australian boardrooms, learning leaders wrestle with one question: can the organisation prove capability building translates to business results? With the resources boom reshaping skills demand in Perth, financial services in Sydney tightening compliance expectations, and Victorian apprenticeship pathways expanding in Melbourne, the pressure to demonstrate measurable training impact has never been sharper.

Traditional measurement approaches such as smile sheets and post-session quizzes are no longer enough to satisfy ASIC-regulated reporting or defend a learning budget when the Pilbara needs a new cohort of safety-trained operators. Decision-makers want forecasts, not anecdotes, and they want to know which programs will move retention in Brisbane contact centres or reduce incident rates in Newcastle refineries.

This is where learning analytics infrastructure becomes a strategic necessity, combining data pipelines, dashboards, predictive models and governance structures that turn training activity into evidence. Without it, even well-designed programs drift into "trusted by feel" rather than "trusted by proof."

A common misconception holds that analytics means buying another platform. The reality is that infrastructure spans people, processes and technology. It is an operating capability that connects instructional design with business intelligence, making learning a visible contributor to revenue, safety and compliance outcomes.

The Strategic Shift Driving Analytics Adoption

Australian organisations are responding to several converging forces. The national skills shortage has pushed L&D teams to demonstrate faster time-to-competency, particularly in mining, healthcare and financial services. Boards are asking sharper questions about learning spend, modelled on the rigour applied to other capital investments.

Regulators, including the Australian Skills Quality Authority, are raising expectations around evidence of competency and outcomes. At the same time, the rise of remote and hybrid work across Sydney and Melbourne CBDs has fragmented the workforce, making traditional cohort tracking unreliable.

Measurement approach	Speed to insight	Predictive capability	Defensibility to executives
Post-session surveys	Fast	None	Low
Kirkpatrick Level 3–4 studies	Slow	Limited	Moderate
Learning analytics dashboards	Fast	Moderate	Moderate
Predictive Evaluation	Fast	High	High

Laying the Economic Foundation

Before any technical work begins, the financial case must be airtight. Start with a baseline of current learning spend per full-time equivalent, then map it against turnover cost, error rates and lost productivity. In Western Australian mining, even a small reduction in rework or safety lapses can fund a multi-year analytics program.

Frame the investment in terms familiar to the CFO: payback period, net present value and avoided cost rather than soft benefits. Use internal benchmarks where possible, since external data may not reflect the specific mix of fly-in-fly-out rosters and regional offices that characterise parts of the Australian workforce.

Why Predictive Evaluation Changes the Conversation

Predictive Evaluation is a methodology that forecasts training adoption and impact before rollout, then validates those forecasts with operational data. Rather than waiting six months to discover that a leadership program did not stick, leaders can adjust design while it is still possible to influence outcomes. Reviewing a learning services overview clarifies how this approach sits alongside existing learning investments.

The approach works well in complex settings such as ASQA-registered training organisations operating across multiple campuses, or national retailers managing seasonal workforce peaks in Queensland. It replaces guesswork with a structured feedback loop between design, delivery and business metrics.

Leadership Capability as an Analytics Asset

Even the most sophisticated analytics stack fails when leaders cannot interpret the signals. Building analytics literacy among people managers is as critical as the technology itself. Investing in leadership development for introverted and extroverted managers ensures that quiet thinkers and visible influencers both have the tools to act on data.

Programs that develop introverted leadership help shape managers who listen deeply, ask better questions and turn data into considered action. When analytics is paired with thoughtful leadership, the investment compounds rather than sits unused.

Common Pitfalls in Australian Contexts

Analytics projects often stall because of data silos between HR, operations and learning systems. With legacy payroll platforms and mixed SAP and Workday environments, integration costs can balloon if scoped late. Cultural and operational realities across Australia make several pitfalls especially common.

Pitfalls worth avoiding:

Treating analytics as a standalone IT project rather than a business capability
Underestimating time required to align stakeholders in unionised environments
Skipping data quality work in favour of fast dashboard delivery
Designing reports for L&D rather than for line managers who own outcomes
Ignoring regional differences between Perth head offices and Pilbara sites

Acknowledging these pitfalls early lets governance, change management and data quality work get embedded into the roadmap rather than retrofitted under pressure.

Building the Implementation Roadmap

A credible roadmap runs across four phases. Discovery maps data sources and identifies high-value use cases, often starting with safety, compliance or onboarding metrics where data already exists. Design establishes governance and tooling. Build connects systems and configures dashboards. Sustain embeds the capability by transferring ownership from the project team to the business.

Phases of a credible rollout:

Discovery: map sources, define use cases, secure sponsorship
Design: agree governance, choose tools, draft reporting standards
Build: integrate systems, configure dashboards, train analysts
Sustain: hand over to business owners, embed in monthly reviews

The first two phases usually require around 90 days of disciplined effort. The temptation to skip ahead to dashboards should be resisted, since most failed implementations trace back to weak foundations in data quality or stakeholder alignment.

Operationalising the Investment

Once dashboards are live, the work shifts to habits. Monthly reviews should treat learning metrics with the same seriousness as sales or safety KPIs. Leaders in Adelaide's defence supply chain and Melbourne's professional services firms have found that visible, recurring attention is what turns an analytics platform into a learning culture.

Equally important is the feedback loop back into instructional design. If a program underperforms forecasts, designers should be empowered to iterate quickly rather than wait for the next annual review cycle. Without that loop, analytics becomes a rear-view mirror rather than a steering wheel.

The clearest signal that analytics infrastructure has worked is when line managers begin requesting learning data unprompted. In a Perth mining company, operations managers recently asked the L&D team for a custom view correlating equipment-handling certification with incident frequency. That conversation would not have happened without a connected data environment in place.

Beyond adoption, the test is whether learning is now discussed in Canberra boardrooms alongside capital projects and market expansion. When that shift occurs, the investment has paid off.

A practical next step is to commission a two-week diagnostic that maps your current data landscape against three priority business questions, then estimates the value of closing that gap.

Learning to Performance

Learning to Performance, a complete training approach, gives companies world-class training to drive significant return. This approach includes upfront work (Impact Mapping, design), training (for staff and company executives), and post-training efforts to ensure training transfer. This unique recipe - the key for successful training and adoption - is changing the way companies implement training. This methodology could work with any content for organizations in any industry.