Your Chief Virtual Learning Architect

Learning to Performance

Read More
Custom Design & Delivery

Read More
Predictive Evaluation

Read More
Enterprise Learning Strategy

Read More

› ‹

1
2
3
4

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 Strategy for a Company in Crisis Mode

When a company enters crisis mode, learning can look like a luxury. Cash flow is under pressure, priorities change by the hour, and leaders may be focused on keeping customers, people and operations safe. Yet capability gaps often make the disruption worse, especially when teams must adopt new systems, processes or responsibilities quickly.

A crisis-ready learning strategy does not begin with a catalogue of courses. It starts with the business problem: what must improve, how quickly, and what behaviour will show that the response is working? This keeps learning investment tied to operational recovery rather than activity measures such as enrolments or completion rates.

Australian organisations also face distinct conditions. A mining business may need to support FIFO crews across Western Australia, while a retailer responds to supply interruptions across Melbourne and regional New South Wales. Public-sector teams in Canberra may work within strict accountability requirements, and leaders in any state may need to balance workforce expectations with award obligations and consultation processes.

The right approach is focused, measurable and humane. Employees need practical support without being overloaded, and managers need tools they can use in the next shift, team meeting or customer conversation.

Crisis priority	Learning response	Evidence of progress
Protect revenue	Targeted sales, service or retention practice	Conversion, retention or customer outcomes
Maintain safe operations	Short compliance and decision-making support	Fewer incidents and faster escalation
Shift to new technology	Role-based system practice and coaching	Adoption, accuracy and reduced rework
Stabilise leadership	Scenario-based leader development	Better decisions, communication and team stability

Start With The Business Threat

The first step is to define the threats that learning can influence. These may include declining sales, a cyber incident, regulatory change, loss of critical staff, unsafe work practices or a rapid move to digital delivery. Not every crisis is a training problem; weak processes, unclear authority or inadequate technology may require different interventions.

Bring executives, operational leaders and frontline representatives into a short diagnostic. Ask which decisions are failing, where work is slowing down, and what capable employees do differently. This creates a practical capability map linked to business continuity, rather than a broad list of desirable competencies.

Protect Capacity And Focus

People in a crisis have limited attention. A long e-learning pathway can feel like another burden, particularly for contact-centre staff, healthcare workers, warehouse teams or employees working irregular rosters. Learning should be prioritised around a few high-consequence behaviours and delivered in formats that fit the workday.

Learning bursts, manager-led huddles, job aids and short simulations can be more useful than a comprehensive curriculum. For a distributed Australian workforce, this might mean mobile resources for regional teams, downloadable material for low-connectivity sites and live practice sessions scheduled around shifts rather than office hours.

Choose The Right Delivery Model

A crisis response may need a blend of virtual workshops, coached practice, peer support and targeted face-to-face sessions. The choice should reflect risk, complexity and the speed of required adoption. A new safety procedure may need supervised practice, while a revised customer script could be reinforced through a ten-minute team exercise.

Leaders should also distinguish between immediate stabilisation and longer-term capability building. The first phase may use existing content and simple performance aids. Once operations are steadier, the organisation can redesign processes, develop internal facilitators and build a more resilient learning ecosystem. Dave Basarab’s learning and business connection is useful when making that shift from course delivery to measurable organisational performance.

Measure Adoption And Business Impact

Crisis learning needs evidence that reaches beyond attendance. Predictive Evaluation can help forecast whether a programme is likely to be adopted, what workplace conditions will support transfer, and which indicators can demonstrate value. Measures might include system usage, first-time-right processing, customer retention, incident rates, productivity or speed to competence.

Use a small measurement framework with a baseline, target and review point. For example, a logistics organisation could track dispatch accuracy before and after a workflow intervention, while a financial services team might monitor complaint resolution and escalation quality. Managers should review the data frequently enough to adjust the intervention while it still matters.

Build Leaders Who Can Steady The System

During uncertainty, employees look to managers for clarity, prioritisation and emotional steadiness. Leadership development should therefore focus on observable actions: communicating what is known, explaining trade-offs, escalating risks and holding useful check-ins. Generic leadership theory has limited value when supervisors are dealing with absenteeism, changing rosters or anxious customers.

Scenario practice is especially effective. Managers can rehearse a difficult shift briefing, a performance conversation after a process failure or a decision involving safety and delivery pressure. Dave Basarab’s professional background reflects the value of connecting leadership capability with real workplace outcomes rather than treating development as a detached event.

Make The Response Practical And Sustainable

A crisis learning strategy should be governed by a small cross-functional group with authority to make decisions quickly. Include operations, people and culture, risk, technology and representative frontline voices. This prevents learning teams from designing in isolation and helps remove barriers such as unavailable equipment, conflicting targets or unsupported managers.

Use the following principles to keep the response disciplined:

Prioritise capabilities tied directly to safety, revenue, continuity or customer trust.
Design for the real work environment, including mobile, remote, regional and shift-based teams.
Give managers concise tools for reinforcement, observation and feedback.
Measure adoption and operational outcomes, not just participation.
Retire content quickly when the crisis changes or a process is replaced.

The organisation should also record what worked, what failed and which capabilities remain fragile. That knowledge becomes an asset for future disruptions, whether the next challenge is a flood affecting Queensland operations, a technology outage or a sudden labour-market shift.

The practical test is simple: every learning activity should help a specific person make a better decision or perform a critical task under pressure. When priorities, delivery and measurement are tied to that test, learning becomes part of the recovery system rather than an extra demand on it.

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.