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 Communication Strategy for Internal Training Programs

Internal training succeeds when employees understand its relevance, know what to expect and can see how participation fits their working day. A well-planned communication strategy turns a course from an item in a learning management system into a practical opportunity connected to performance, career development and organisational priorities.

For Australian employers, the challenge often includes dispersed teams across Sydney, Melbourne, Brisbane and regional locations, hybrid schedules and competing operational demands. Clear messaging, local context and visible leadership support help learning programs gain attention without creating unnecessary noise.

Communication approach	Best use	Main strength	Common risk
Manager briefings	Mandatory or priority programs	Builds accountability	Inconsistent delivery
Email campaigns	Key dates and practical details	Easy to scale	Can be overlooked
Intranet stories	Business context and social proof	Supports discovery	Weak if rarely updated
Team meetings	Discussion and relevance	Allows questions	Limited time
Learning bursts	Reminders and skill practice	Encourages momentum	Can feel disconnected

Understand The Internal Audience

Begin with audience segmentation rather than sending one message to everyone. Employees need different reasons to participate: a frontline supervisor may value a faster way to manage performance conversations, while a technical specialist may want a credential, practical tool or pathway to progression.

Review working patterns, language preferences, digital access and role-specific pressures. A national organisation may need separate communication timings for Perth, Adelaide and the eastern states, while employees in regional areas may require downloadable resources because connectivity and travel arrangements differ.

Use short interviews, pulse surveys, learner data and manager feedback to identify barriers. Look for concerns about workload, course difficulty, relevance and release time. These findings should shape the campaign language, channel selection and enrolment process.

Connect Learning To Business Priorities

Training communications become more persuasive when they explain the business problem being addressed. Instead of promoting “a leadership workshop”, describe how the program supports safer decisions, stronger team capability, improved customer outcomes or more consistent execution.

A clear message can follow a simple sequence: the current challenge, the capability required, what employees will experience and the result the organisation expects. This helps staff see the connection between learning activity and daily work rather than treating training as an isolated HR initiative.

Timing also matters. In Australia, planning around the end of financial year, peak retail periods, school holidays and major operational cycles can improve attendance. When a program supports a strategic change, launch communications should appear before the change becomes urgent.

Choose Channels Employees Trust

Use a coordinated channel mix, with each platform given a specific role. An executive message can establish importance, a manager toolkit can support local conversations, and the learning platform can handle registration, preparation and reminders.

Avoid relying on email alone. Team huddles, Microsoft Teams posts, intranet content, digital signage and short videos can reach employees in different ways. Learning bursts are useful for explaining one benefit or activity at a time, particularly when employees have limited attention during busy shifts.

Message consistency matters more than volume. Provide managers with a concise briefing that includes the purpose, audience, dates, expected time commitment, answers to common questions and a link to enrol. Employees should receive the same core information wherever they encounter the program.

Create Messages That Move People

Strong internal marketing uses specific, employee-centred language. “Build confidence in giving feedback during weekly one-to-ones” is more compelling than “Develop communication capability”. Show what learners will do, how long it will take and what support will be available afterwards.

Use a campaign sequence rather than a single announcement:

Announce the business reason and intended audience.
Explain the practical benefits and learning format.
Share a manager or participant example.
Send a clear reminder with the enrolment deadline.
Reinforce preparation requirements before the session.
Follow up with an application prompt or workplace activity.

Stories and proof points increase credibility. A short quote from a respected team member, a before-and-after example or a manager observation can make the value tangible. Ensure claims are accurate and avoid promising immediate performance results without evidence.

Equip Leaders To Reinforce Participation

Managers influence whether training is viewed as valuable, optional or disruptive. They should discuss the program before enrolment, protect time for attendance and create opportunities for employees to apply new skills. This leadership role is explored further in leadership accountability, where adoption is treated as a shared business responsibility.

Give leaders practical prompts rather than generic encouragement. They might ask what capability the employee wants to strengthen, which upcoming task will provide practice and what support is needed. A short conversation before and after training can substantially improve transfer into the workplace.

Senior sponsors should reinforce the same priorities in town halls, business updates and team communications. In Australian workplaces, an authentic message from a local leader often carries more weight than a polished corporate announcement, particularly when teams are sceptical about centrally designed initiatives.

Measure Adoption And Refine The Approach

Communication performance should be measured alongside learning activity. Track reach, enrolment, attendance, completion, manager participation, application of skills and relevant business indicators. Predictive Evaluation can help forecast adoption and connect training investment with impact, rather than waiting until the end of a program to assess results.

Use feedback from learners and managers to identify where the communication journey breaks down. Low enrolment may signal weak relevance, while high registration but poor attendance may point to scheduling or manager support. If employees complete a course but do not apply it, the issue may involve reinforcement, tools or workplace conditions.

Evidence from client experience can also help stakeholders understand how learning initiatives are connected with organisational outcomes. Review campaign data at each stage and adjust the message, channel or timing instead of repeating the same approach.

Set up a simple dashboard before launch, with a baseline, target measures and review dates. Begin by comparing enrolment and attendance across teams after the first communication cycle, then make one documented adjustment before the next message is released.

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.