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

Designing Certification That Works for Employees and Employers

A well-designed certification program gives employees a credible way to build capability, demonstrate progress and prepare for their next role. For an employer, it should produce reliable performance, reduce avoidable errors and support measurable business priorities rather than become a collection of courses and digital badges.

Designing a certification program that adds value to both employee and employer requires a clear connection between learning, workplace behaviour and commercial outcomes. In Australia, that connection must also reflect local employment practices, regulatory expectations and the realities of a geographically dispersed workforce.

Design Element	Employee Value	Employer Value
Role-based capability standards	Clear expectations and career direction	Consistent performance across teams
Practical assessments	Evidence of genuine competence	Greater confidence in job readiness
Flexible learning delivery	Access for hybrid, shift and regional staff	Higher participation and lower disruption
Manager involvement	Useful feedback and recognition	Stronger transfer into daily work
Outcome measurement	A visible record of development	Evidence of adoption, impact and ROI

Start With A Shared Definition Of Value

Begin by identifying what success means for each audience. Employees may value promotion opportunities, portable skills, recognition and confidence in their work. Employers may prioritise productivity, customer experience, compliance, retention or faster onboarding. These priorities should appear in the certification standards from the beginning.

A certification should confirm the ability to perform meaningful tasks, not simply the completion of learning content. For example, a customer service certification might require a recorded interaction, a quality score, a workplace observation and a reflective improvement plan. This creates stronger evidence than attendance or a multiple-choice quiz alone.

Useful design questions include:

Which business problems should the certification address?
What must a certified person do consistently?
How will managers recognise improved performance?
What evidence will remain credible six or twelve months later?

Map The Capability Journey

A robust program usually has progressive levels, such as foundation, practitioner and advanced. Each level should describe observable behaviours, technical knowledge and judgement. Employees can see a pathway, while leaders can match development activities to role requirements and succession planning.

The pathway should accommodate different starting points. A new employee in Brisbane may need structured onboarding, while an experienced team member in Perth may require targeted assessment of a single capability. Mobile-friendly learning, short learning bursts and recorded sessions can support hybrid teams, shift workers and staff who spend much of the day travelling between sites.

For an Australian workplace, clarify whether the program is an internal capability credential or a nationally recognised qualification. If it is marketed as a formal qualification, the organisation may need an appropriately registered training organisation and compliance with relevant Australian Skills Quality Authority requirements. The distinction should be clear in employee communications.

Choose Learning And Assessment Carefully

Content should be selected according to the performance gap. Some knowledge may suit self-paced modules, while complex judgement may require workshops, coaching, simulations or supervised practice. Dave Basarab Consulting supports organisations with learning strategy, instructional design, leadership development and training delivery that can be aligned to this broader capability model.

Assessment should resemble the real work. A sales employee might analyse a client brief and conduct a negotiation; a frontline leader might run a safety conversation; a technical specialist might troubleshoot a realistic fault. Assessment rubrics should explain what good performance looks like and provide a consistent basis for feedback.

When deciding whether to create content internally or source external expertise, consider scale, subject-matter complexity, shelf life and available design capability. This build or buy guidance can help organisations make a deliberate decision instead of defaulting to whichever option appears fastest.

Make Recognition And Governance Credible

Certification gains value when employees trust the process. Publish entry requirements, assessment rules, reassessment options, expiry periods and pathways for reasonable adjustments. A transparent process is especially important under the Fair Work Act 2009, where development and advancement practices should be applied fairly and without discriminatory barriers.

Governance should include a program owner, subject-matter experts, assessors and a review cycle. Australian organisations should also consider privacy obligations when collecting assessment recordings, employee performance data or manager observations under the Privacy Act 1988. Health and safety content should align with applicable work health and safety duties across the relevant state or territory.

Recognition can include a verified digital credential, an internal talent profile, access to stretch assignments or eligibility for a pay progression process. The credential should communicate what was assessed, when it was achieved and when it must be renewed, rather than implying expertise that the evidence does not support.

Measure Adoption, Impact And Return

Evaluation needs to begin before launch. Establish a baseline for the business measures connected to the capability, then track participation, completion, assessment quality, workplace application and operational results. A Predictive Evaluation approach can help forecast likely adoption, impact and return on investment before significant resources are committed.

Useful indicators include:

Time to independent performance for new employees
Error, rework, complaint or incident rates
Manager observations of capability application
Internal movement, retention or promotion patterns
Changes in revenue, productivity or service quality

Measurement should combine data with human evidence. A manager survey may show whether behaviour has changed, while system data may reveal whether the change affected customer wait times or project delivery. Review results at set intervals and retire assessments that no longer reflect the role.

For employees, the strongest certification program provides a fair standard, useful feedback and a visible link to opportunity. For employers, it creates a repeatable way to build capability and test whether learning is contributing to business performance. Set the first program milestone by writing three observable behaviours and one business measure that the initial certification must improve.

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.