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 a learning ecosystem that strengthens performance

A learning ecosystem works best when it is connected to the way people actually perform their jobs. It brings together formal courses, coaching, digital resources, manager conversations, workflow support and evaluation, rather than treating training as an isolated event.

For Australian organisations, this connection is increasingly important. Hybrid teams may span Sydney, Melbourne, Brisbane and regional locations, while skills shortages, compliance obligations and changing customer expectations place pressure on capability development. A programme that cannot influence day-to-day decisions will struggle to produce measurable business value.

Integrating learning with performance management means aligning business goals, role expectations, development plans and evidence of application. The aim is not to turn every review into a test. It is to make learning visible in the conversations, systems and practical behaviours that shape results.

Define the shared operating logic

Start by identifying the business outcomes that matter and the capabilities that support them. These may include faster onboarding, safer work practices, stronger customer retention, improved sales conversion or more effective frontline leadership. Each priority should have observable behaviours attached to it.

Performance management then becomes a useful bridge. Position descriptions, quarterly objectives, one-to-one meetings and development plans should use related language. When an employee is expected to improve stakeholder communication, the learning pathway, coaching conversation and review criteria should reinforce the same expectation.

This approach also helps distinguish between a capability gap and another performance barrier. A missed target may reflect unclear priorities, inadequate tools, workload pressure or a process problem rather than a lack of training.

Connect goals, capability and evidence

A practical ecosystem maps each learning intervention to a performance outcome and a source of evidence. Evidence might include quality data, customer feedback, manager observation, productivity measures or completion of a work-based project. Completion records alone rarely demonstrate changed behaviour.

The map should remain simple enough for managers to use. A capability framework can show what good performance looks like at different levels, while a learning pathway provides resources at the point of need. For example, a new supervisor might complete a short module, practise a briefing, receive feedback and revisit the skill during the next performance conversation.

Performance need	Learning response	Workplace reinforcement	Useful evidence
New manager confidence	Scenario-based leadership practice	Fortnightly coaching	Quality of one-to-one discussions
Safer field work	Mobile microlearning and demonstrations	Toolbox talks and observations	Incident trends and compliance checks
Better customer retention	Call simulations and job aids	Team calibration sessions	Renewal rates and customer feedback
Stronger digital adoption	Guided system practice	Peer support and prompts	Usage data and cycle-time changes

Evaluation should be planned before delivery. Predictive Evaluation, for instance, can help forecast likely adoption, impact and return on investment by examining readiness, relevance, manager support and measurement conditions before a programme is launched.

Make managers part of the learning system

Managers are the daily connection between development and performance. They set expectations, create opportunities to practise, give feedback and remove obstacles. A learning strategy that excludes them often produces capable employees who lack the authority, time or reinforcement to apply new skills.

Manager enablement should therefore include simple conversation guides, observation checklists and prompts for regular one-to-ones. Leadership pathways should address the transition from technical expert to people leader; resources on middle manager development can help address the plateau that often occurs at this stage.

Useful manager routines include:

Agreeing on one or two application goals after learning
Observing the relevant behaviour within normal work
Giving specific feedback soon after practice
Recording progress in the existing performance system
Escalating process or workload barriers
Recognising improvement during team discussions

These routines should fit existing calendars rather than create a separate administrative burden. A short discussion during a monthly performance check-in is often more sustainable than a complex post-course process.

Design for Australia’s distributed workforce

Australian organisations need learning access that reflects distance, connectivity and working patterns. A national employer may support office-based teams in Melbourne, warehouse staff near Perth, regional health workers or employees working from home in outer suburbs. Content should be mobile-friendly, downloadable where possible and designed for variable bandwidth.

Remote and hybrid delivery also needs interaction rather than long video lectures. Facilitated practice, breakout activities, peer review and short learning bursts can sustain attention across time zones. Guidance on engaging remote workers is especially relevant when teams are separated by geography or work largely asynchronously.

Local context should be built into examples and implementation. Training may need to align with the Fair Work Act 2009, modern awards, enterprise agreements and workplace health and safety duties. Privacy requirements under the Privacy Act 1988 should also guide the collection and use of employee performance data. Consultation with workers and, where relevant, health and safety representatives can improve trust and practicality.

Measure adoption, impact and improvement

A balanced measurement approach tracks more than attendance. Leading indicators show whether people are engaging with and applying the learning, while lagging indicators show whether business outcomes are shifting. Both are needed because results may take time to appear and can be influenced by market conditions.

The measures should be selected with stakeholders before launch. A sales programme might monitor practice quality, manager observations, pipeline progression and conversion rates. A safety initiative could examine hazard reporting, observed behaviours and incident patterns. In each case, the organisation should define what change would justify continued investment.

A useful measurement set may include:

Participation in relevant learning activities
Demonstrated skill during real work
Manager confidence in observing the behaviour
Employee confidence and perceived relevance
Movement in operational or customer metrics
Cost, time and effort compared with the value created

Governance keeps the ecosystem coherent. A cross-functional group involving learning, people leaders, operations, technology and risk can review evidence, remove duplication and prioritise improvements. The practical takeaway is to connect every important learning activity to a visible workplace behaviour, a manager routine and a business measure.

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.