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

Creating A Competency Framework For Custom Training

A competency framework gives an organisation a practical definition of effective performance. It connects the capabilities people need with the behaviours, knowledge and results expected in specific roles. When designed well, it becomes the foundation for targeted learning rather than a static list of skills.

For Australian employers, this connection matters across varied operating environments. A mining business in Western Australia may need technical capability for fly-in, fly-out teams, while a healthcare provider in Melbourne may prioritise clinical judgement, communication and compliance. A framework should reflect these realities instead of copying a generic international model.

Custom training development is strongest when it starts with business requirements and ends with observable workplace performance. The framework helps learning teams decide what to teach, who needs it, how proficiency will be demonstrated and which measures will indicate progress.

It also creates a common language for leaders, human resources, subject matter experts and employees. That shared language supports workforce planning, career pathways and more consistent decisions about development investment.

Start With Business Performance

Begin by identifying the outcomes the organisation needs to improve. These might include safer operations, faster customer resolution, stronger frontline leadership or more reliable project delivery. Avoid defining competencies before clarifying the business problem they must address.

A useful distinction is the difference between producing training materials and achieving workplace results. The difference between training output and business outcome helps stakeholders focus on changed behaviour and measurable performance rather than attendance, completion rates or positive course feedback alone.

Translate each priority into performance statements. For example, “improve leadership” is too broad, while “conducts fortnightly coaching conversations that result in agreed actions” can be observed, practised and assessed.

Gather Evidence From The Workplace

Competency models should be grounded in how work is actually performed. Review role profiles, quality data, customer feedback, safety incidents, operational metrics and existing assessment materials. Interviews and observation often reveal informal practices that job descriptions miss.

Include high performers, new starters, team leaders and operational specialists in the discovery process. In an Australian context, this may mean accounting for regional teams, multilingual workforces, industrial arrangements and the practical constraints of shift-based or remote work.

Evidence To Capture

Critical tasks that influence safety, quality, service or revenue
Behaviours that distinguish reliable performance from average performance
Knowledge gaps linked to recurring errors or avoidable rework
Environmental factors such as equipment, systems, rosters and customer expectations

Evidence makes the framework credible. It also helps instructional designers create realistic scenarios, job aids and practice activities instead of relying on abstract examples.

Design Clear Proficiency Levels

A useful framework explains progression. Most organisations need several levels, such as foundational, capable, proficient and advanced. Each level should describe what a person does in practice, not simply how much information they know.

Use behavioural indicators that can be seen or verified. “Understands stakeholder management” is difficult to assess; “adapts project updates to technical and non-technical stakeholders” provides a clearer standard. Keep the number of competencies manageable so leaders can use them during coaching and performance discussions.

The framework should distinguish technical, role-specific and transferable capabilities. A warehouse supervisor may need inventory-system expertise, while also requiring decision-making, people leadership and risk awareness.

Compare Framework Choices

Different framework structures suit different business conditions. The right option depends on organisational size, role complexity, regulatory exposure and the level of customisation required.

Framework approach	Best suited to	Strength	Watch-out
Role-based	Defined job families	Clear ownership and development pathways	Can become repetitive across roles
Capability-based	Changing or cross-functional work	Supports mobility and future skills	Requires careful role mapping
Level-based	Career progression	Shows how proficiency develops	Levels can become vague without examples
Task-based	Technical and regulated work	Easy to link to assessment	May overlook judgement and collaboration

A blended model is often effective. Core capabilities can apply across the enterprise, while role-specific competencies describe the technical demands of each position. This approach supports consistency without forcing every team into identical learning.

Turn Competencies Into Custom Learning

Each competency should lead to a learning response matched to the performance gap. A knowledge gap may require a short digital module, while a judgement gap may need simulations, coached practice or supervised workplace application.

Learning bursts can support busy Australian workforces, including retail teams in Brisbane, distributed public-sector employees and supervisors working across regional sites. Custom content should use the organisation’s systems, policies, customer situations and terminology so that practice feels immediately relevant.

Design Decisions To Make

Which behaviours require demonstration rather than information delivery?
Where can employees practise safely before applying the skill at work?
Which resources belong in the workflow after formal training?
How will managers reinforce the competency during regular work?

Assessment should reflect the competency itself. If the required behaviour is a difficult conversation, use a realistic role-play and a clear observation rubric rather than a multiple-choice quiz.

Measure Adoption And Business Impact

A framework creates value when people use the capabilities consistently. Establish baseline measures before development begins, then identify indicators for adoption, proficiency and business impact. Measures may include system usage, cycle time, compliance, customer outcomes or manager observations.

Adoption dashboards can help leaders see whether learning is reaching the intended workforce and becoming part of daily practice. The adoption dashboard model provides a useful reference for connecting participation and behaviour with broader results.

Predictive Evaluation can strengthen this process by forecasting likely adoption and return on investment before a programme is fully scaled. This allows learning teams to adjust audience targeting, reinforcement and delivery while decisions can still influence outcomes.

Govern And Refresh The Framework

Assign ownership for each competency, including who approves definitions, reviews evidence and updates learning assets. A small governance group can include business leaders, learning specialists, subject matter experts and employee representatives.

Review the framework when technology, regulation, customer expectations or operating models change. In Australia, updates may be prompted by revised work health and safety requirements, changes to industrial practices or new digital systems introduced across states and territories.

A framework should remain useful in everyday management. Include it in induction, career conversations, succession planning, coaching and internal recruitment rather than leaving it in a learning repository.

Make Capability Visible

A well-built competency framework gives custom training development a disciplined starting point. It clarifies the performance standard, identifies the audience, shapes the learning experience and defines the evidence needed to judge success.

The practical takeaway is to begin with a measurable business outcome, describe the behaviours that produce it, and design learning that lets employees practise those behaviours in the context of their actual work.

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.