Your Chief Virtual Learning Architect

Learning to Performance

Read More
Custom Design & Delivery

Read More
Predictive Evaluation

Read More
Enterprise Learning Strategy

Read More

› ‹

1
2
3
4

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 Learning Culture That Encourages Voluntary Skill Development

A strong learning culture gives people a reason to develop their skills before a performance review, compliance deadline or major project exposes a gap. Employees choose learning when it is relevant to their work, easy to access and supported by leaders who make development part of normal business practice.

For Australian organisations, that means designing for varied workforces: office teams in Sydney or Melbourne, regional staff, remote employees and fly-in fly-out workers in mining and energy. A practical approach connects personal growth with customer outcomes, career mobility and the capabilities the business will need next.

Workplace approach	Employee experience	Business signal
Mandatory courses only	Learning feels like a requirement	Completion is visible, application is uncertain
Open content libraries	Choice is high, direction may be limited	Usage varies between teams
Manager-led development	Learning is connected to work	Capability grows through practice
Learning culture	Development is shared, relevant and ongoing	Skill growth supports strategic results

Why Voluntary Learning Matters

Voluntary skill development is a useful indicator of employee commitment, but participation alone does not prove that learning is working. People may enrol because a topic is interesting, while the organisation benefits only when new knowledge changes decisions, behaviour or results.

The strongest cultures create a clear exchange of value. Employees gain confidence, career opportunities and greater control over their work. Employers gain stronger internal capability, faster adaptation and less reliance on external recruitment for every emerging need.

This exchange needs to be visible. A project coordinator should understand how commercial analysis could support a future role, while a customer service adviser should see how better communication skills can improve difficult conversations and satisfaction scores.

Make Development Visible And Relevant

Learning should appear where work happens, rather than being treated as a separate event. A short coaching prompt before a sales meeting, a peer demonstration after a software update or a reflective discussion during a team huddle can make development feel practical.

Content also needs to reflect the organisation’s language, systems and customers. Custom training design can turn broad capability goals into realistic scenarios, useful practice and resources that employees can apply immediately.

Relevance is especially important in Australia’s dispersed market. A national organisation may need examples that work for a Brisbane contact centre, a Perth operations team and a regional health service, rather than assuming everyone shares the same customer expectations or working environment.

Design For Everyday Participation

Employees are more likely to learn voluntarily when access is simple. Mobile-friendly resources, searchable job aids, short videos and optional pathways reduce the friction that stops people from starting. Learning bursts can fit around shift changes, client commitments and the “I’ll do it this arvo” reality of busy teams.

Choice should be guided rather than unlimited. A capability framework can show the skills needed for each role, while recommended pathways help people select the right next step. Managers can then offer options without making development feel like another administrative burden.

Psychological safety matters as much as convenience. Staff need permission to practise, ask basic questions and admit uncertainty. Leaders who share what they are learning send a stronger message than leaders who simply promote a learning platform.

Reinforce Learning Through Managers And Peers

Managers convert individual interest into workplace behaviour. In a regular one-to-one, they can ask what an employee has tried, where a new skill might be useful and what support would make application easier. This shifts the discussion from course attendance to performance and growth.

Peer learning adds credibility. Communities of practice, buddy systems and short demonstrations allow employees to exchange methods that have already been tested in their context. A supervisor in Western Australia may offer a useful approach to remote coordination, while a Melbourne team may share a customer insight that helps another location.

Recognition should reward useful application, not just the number of modules completed. Celebrating a process improvement, a safer handover or a stronger client conversation gives voluntary development a visible connection to meaningful work.

Measure Behaviour And Business Value

A learning culture becomes sustainable when leaders can see what development changes. Useful evidence may include skill confidence, manager observations, quality measures, time to competence, internal mobility, customer feedback and operational results. These measures should be selected before launch, not added after participation disappoints.

Predictive Evaluation can help teams forecast whether a learning initiative is likely to be adopted and create value. For short-form content, microlearning impact can be assessed through intended use, workplace support and observable behaviour rather than completion rates alone.

The business case becomes clearer when learning measures connect with a real outcome. A customer-facing program, for example, can examine whether learning bursts influence service quality; research on customer satisfaction impact provides a useful model for making that connection.

Practices That Make Learning Stick

Voluntary development is easier to sustain when the organisation builds a few consistent habits into its operating rhythm:

Give every role a small set of clearly defined capability priorities.
Offer short, relevant learning resources at the point of need.
Schedule manager conversations about application and career goals.
Create peer forums where practical examples can be shared.
Recognise improvements in work, customer outcomes and collaboration.
Review adoption and business evidence at agreed intervals.

These practices should be adapted to the workforce rather than imposed as a universal program. A FIFO site may need offline access and supervisor-led discussions, while a professional services firm may prefer searchable resources embedded in project workflows.

The practical test is simple: can an employee identify a useful skill, access support, practise it in real work and see why it matters? When that sequence becomes routine, learning moves from an optional extra to a normal part of how people perform and progress.

A sustainable learning culture therefore combines autonomy with direction. Give people a clear reason to grow, make development easy to use, support application through managers and measure the resulting change. The immediate takeaway is to choose one priority capability, create a practical learning pathway and track the workplace behaviour it improves.

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.