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

Better Feedback Systems for Facilitators and Course Delivery

Facilitators rarely need more comments about whether a session went well. They need timely, specific feedback on participant confidence, skill and workplace behaviour. A strong feedback system turns those signals into better course delivery rather than a score filed after evaluation. Learn more about Why Leadership Development Programs Fail And How To Fix Them.html.

Australian learning teams work across settings. Cohorts in Sydney, Melbourne, Brisbane and Perth include regional and overseas staff joining by Zoom or Teams, while managers may attend part of a programme. Feedback must work across rooms, screens and time zones without losing human context.

Australian workplace conversation can be generous and understated. “No worries” or “pretty good” may soften dissatisfaction, while direct feedback may signal support rather than criticism. Specific prompts beat generic praise by asking what happened, what could change next time and what support is missing.

Effective feedback combines participant voice, trained observation, facilitator reflection and workplace evidence. It separates delivery quality from learning design, because an engaging session can fail when content, timing or manager support is misaligned. This joined-up view informs Dave Basarab Consulting’s learning strategy and Predictive Evaluation work, linking capability to organisational performance.

Frame feedback around decisions

Begin with the decisions feedback must inform. Facilitators need coaching on questioning, pacing and group management; learning leads need to know whether an intervention is worth refining; sponsors need evidence that capability is changing. Define audiences before choosing methods, frequency and ownership.

Measure reaction, learning and confidence, workplace transfer and business result, but not every course needs every measure at full depth. A sales workshop may rely on observed role-play and manager confirmation; a leadership programme benefits from longitudinal evidence. Baselines and target behaviours make findings interpretable.

Build a repeatable evidence cycle

Before delivery, the facilitator and learning owner agree on two or three observable behaviours, such as diagnostic questions or accurate client summaries. The brief names the workplace application and constraints, preventing observation from becoming a recital of personal style.

After delivery, collect a participant pulse, hold a facilitator debrief and review artefacts such as activity instructions. Within 48 hours, record one agreed improvement and required support. The practitioner perspective in Dave Basarab’s story shows why reflection works best when tied to programme decisions, not treated as admin.

Observe delivery without guesswork

Use observers as evidence collectors, not personality judges. A calibrated rubric rates behaviours such as clarity, relevance, response handling and timing, with notes anchored in what was said or done. Sample several segments and hear facilitator context before drawing conclusions.

When content, grouping or assessment is the problem, escalate it to the learning designer. The trade-off in custom instructional design matters to Australian buyers: internal teams bring context and speed, while specialists add instructional-design depth and independent challenge.

Coach the conversation

Make feedback specific, safe and actionable. A coaching structure moves from evidence to impact to a next experiment: the facilitator paused while a participant explained a risk, the shorter activity improved reflection, and the next experiment is a two-minute prompt. A follow-up date turns observation into practice.

Allow directness without losing respect. A late-Friday debrief can exclude colleagues across Australia and Asia-Pacific, so rotate schedules or gather asynchronous input. Candour and collegiality must coexist.

Practical routines that close the feedback loop

A lightweight cadence keeps the system active between workshops.

Facilitators review a recording or learner artefact and mark one behaviour to continue.
Participants rate relevance, clarity and confidence on a five-point scale.
Observers note evidence against agreed criteria and cite an example.
The learning owner summarises themes without exposing individual comments.
The facilitator and manager agree on one experiment for the next delivery.

After participants return to work, use a second routine to test transfer, not just end-of-day reactions.

A two-minute pulse asks whether the new behaviour was used.
A manager or peer records one application of the skill.
A blocker is traced to skill, design, workload or permission.
The facilitator answers questions and shares practical job aids.
Results inform the next cohort’s priorities and facilitator coaching.

Run these routines across several cohorts, then inspect patterns. Low clarity with strong role-play may indicate confusing instructions; high confidence with low use may reveal a workplace constraint. Interpretation matters more than a single number.

Connect feedback to business results

Business sponsors fund training to improve customer conversations, compliance, productivity or leadership capacity. Feedback should trace learning’s contribution without claiming every result. Predictive Evaluation forecasts adoption and impact, then tests return on investment against agreed assumptions.

The diagnosis in why leadership programs fail applies: if line managers do not reinforce new behaviours, delivery quality cannot create transfer. Present leading indicators, such as practice frequency, alongside lagging indicators, such as performance or retention.

In Australia’s mixed market of ASX-listed employers, regional operators, SMEs and TAFE providers, reporting must remain proportionate. Privacy, consent and ownership of learner comments need clear rules when data crosses teams or jurisdictions.

Sustain the approach and remember what matters

No feedback method is sufficient alone. Use a pulse for breadth, observation for delivery detail, a debrief for interpretation and workplace follow-up for transfer. Match methods to decisions and keep participant burden low.

Method	Best use	Reveals	Limitation
Participant pulse	Rapid reaction	Engagement and confidence	Shallow without prompts
Structured debrief	Session interpretation	Intent and barriers	Recall gaps
Live observation	Facilitator coaching	Delivery behaviours	Limited context
Workplace check-in	Applied learning	Adoption and blockers	Depends on follow-through

Read the methods together. A pulse may show enthusiasm without sustained behaviour; observation may show skilled facilitation without relevance; workplace evidence may be delayed. Triangulation prevents one signal dominating and keeps improvement focused on observable change.

Review the system after each major programme, retain measures that guide action and give facilitators time to practise. Remember that stronger learning experiences come from specific evidence, honest coaching and workplace follow-up forming one continuous loop.

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.