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 Renewal for Continuous Learning

A certification renewal process can do far more than confirm that someone once completed a course. When it is designed well, renewal becomes a practical rhythm for updating skills, applying knowledge at work and identifying capability gaps before they affect performance.

Australian organisations often manage mixed workforces across Sydney, Melbourne, regional centres and remote sites. A renewal model must therefore suit busy professionals, shift workers, FIFO employees and teams with different access to learning. It also needs a clear connection between professional development, operational priorities and measurable business outcomes.

Renewal model	Main strength	Common risk	Best use
Time-based renewal	Simple to administer	May reward attendance rather than capability	Stable knowledge areas
Assessment-based renewal	Tests current competence	Can feel punitive or high pressure	Regulated or safety-critical roles
Credit-based CPD	Encourages varied learning	Activity may be logged without real application	Professional memberships
Evidence-based renewal	Links learning to workplace results	Requires manager and assessor involvement	Leadership and applied capability
Blended renewal	Balances flexibility and rigour	Needs careful design and tracking	Enterprise-wide certification

Start With the Capability That Must Stay Current

Renewal should begin with a capability map rather than a calendar reminder. Identify which knowledge, behaviours and technical skills can become outdated, and define what competent performance looks like after twelve, twenty-four or thirty-six months. This keeps recertification focused on business requirements instead of automatically repeating the original programme.

For example, a compliance certificate may require a short knowledge check, while a leadership credential may need evidence of coaching conversations, team results and reflective practice. A cyber security credential could combine updated microlearning with a simulated response exercise. Each pathway should reflect the consequences of skill decay in that role.

Australian industry conditions make this especially important. A mining organisation in Western Australia may need renewal activities that work around site rosters and offline access, while a health provider in Brisbane may require evidence aligned with internal clinical procedures. The same certificate can need different application tasks across sectors.

Make Renewal a Learning Journey

A strong certification renewal process distributes learning across the certification period. Short learning bursts, peer discussions, manager check-ins and practical assignments create regular opportunities to refresh knowledge. This is more effective than sending an employee a large compliance module a week before their credential expires.

Learning activities should offer choice without losing consistency. Employees might select a webinar, case study, guided reading, workplace project or coached practice from an approved menu. The organisation can set a core requirement, then allow individuals to build a pathway around their role, career goals and current capability gaps.

Digital reminders should support the experience rather than drive it. A learning platform can show progress, recommend relevant resources and flag upcoming deadlines. Clear language helps too: Australian employees are more likely to engage with a straightforward “complete your annual safety refresh” message than with abstract language about lifelong capability transformation.

Connect Evidence to Real Work

Renewal becomes credible when participants show how learning has changed their decisions or performance. Evidence may include a project outcome, customer feedback, manager observation, quality data, a recorded demonstration or a short reflective account. The evidence standard should be proportionate to the role and easy for assessors to interpret.

Managers have an important role in validating application. A ten-minute conversation can establish whether an employee has used a new process, coached a colleague or handled a relevant scenario. This also turns renewal into a useful performance discussion rather than an administrative hurdle.

For distributed Australian workforces, evidence collection should accommodate site-based and remote employees. A supervisor in Perth, a team leader in regional Queensland and an employee working from home in Melbourne should be able to use the same criteria through different channels. Mobile forms, phone-based check-ins and offline evidence uploads can remove unnecessary barriers.

Measure Adoption, Impact and Value

Completion rates are useful, but they do not prove that certification renewal is improving capability. Organisations should track a balanced set of indicators: renewal completion, assessment results, application rates, manager observations, operational performance and employee confidence. These measures reveal whether people are simply finishing activities or using what they learned.

Predictive Evaluation can strengthen the process by examining likely adoption and impact before a renewal initiative is fully deployed. A pilot group can test whether the content is relevant, whether managers can support the evidence requirements and whether the technology works for employees in different locations. Findings can then guide investment and programme design.

Business measures will vary by context. A customer service credential might be linked to first-contact resolution or complaint trends. A frontline safety renewal could be associated with reporting quality, near-miss actions or audit findings. A sales certification may be connected to pipeline quality or time to proficiency. The measurement plan should be agreed before launch.

Build Governance That Keeps People Engaged

Ownership needs to be clear. A learning team may manage the platform and communications, subject matter experts may maintain standards, and line managers may verify workplace application. A documented review cycle should specify who updates content, approves equivalent learning and handles expired credentials or appeals.

The process should feel fair and achievable. Give employees visibility of requirements well before expiry, provide accessible learning options and allow reasonable time for completion. Where professional bodies or regulators set CPD expectations, map internal activities to those standards so employees can see how their effort counts.

Review the renewal model after each cycle. Look for drop-off points, repeated assessment failures, manager workload and differences between metropolitan and regional participation. The practical takeaway is simple: set clear capability standards, spread learning across the certification period, require credible workplace evidence and measure whether renewed skills improve work outcomes.

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.