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 performance reviews that incorporate training outcomes

Learning creates value only when people apply new capability to real work. Attendance records and satisfaction scores can show that a programme ran, but they do not establish whether performance improved. A performance review process that incorporates training outcomes therefore needs to examine work behaviour and business contribution, while keeping training participants accountable for their part in change.

In Australia, that distinction matters. Corporate learning buyers in Sydney and Melbourne face pressure to demonstrate returns, while employers in Brisbane and Perth often connect capability building with safety, productivity and retention in energy and resources. Reviews must recognise these priorities without reducing learning to a compliance exercise.

Done well, the review becomes a shared accountability conversation rather than a test of whether someone completed a course. It links employee development, manager coaching and business results, and it gives learning providers a clearer basis for judging design, delivery and sustained impact.

Start with the business decision

First identify the business decision the learning is meant to influence: a safer maintenance practice, faster customer response or more consistent sales conversations. Without that context, outcome measures become generic and managers may treat development as separate from operational work.

That agreement depends on building stakeholder consensus among senior sponsors, people managers and employees. Each group needs a role in defining useful evidence, including which behaviours are realistic to sustain after the workshop ends.

Set outcome and evidence standards

Define three levels of evidence: adoption, application and impact. Adoption asks whether the intended behaviour occurs; application asks whether the skill changes the work; impact asks whether that change contributes to an agreed organisational result.

Choose measures before delivery begins. For example, a leadership development programme might track coaching frequency, the resulting clarity of team priorities and an operational signal such as decision cycle time. Each link needs a baseline and an agreed interpretation.

Make reviews fair and workable

In Australian workplaces, review formats must accommodate hybrid work, shift patterns and employees in regional areas, not just standard office schedules. Consistent standards can coexist with flexible conversations, provided access to coaching, evidence and relevant managers remains comparable across groups.

Fair Work National Employment Standards, modern awards and enterprise agreements also shape the employment context. Schedule formal review discussions within paid working time, explain how evidence will be used, and allow employees to add work achievements or development needs that a standard form could overlook.

Equip managers to review behaviour

Managers need a short guide showing the difference between learning completion and performance evidence. Ask what changed in the work, what made the change possible, what obstacles remain and what support is required. This turns an abstract learning objective into an observable coaching conversation.

Trainer expertise is part of confidence in the process. A qualification such as the Certificate IV in Training and Assessment is a familiar Australian benchmark for training professionals, while direct observation of work remains the strongest check on whether capability is being demonstrated.

Measure contribution without overclaiming

A business and learning connection should connect learning commitments to an operational problem, not merely to a list of behaviours.

Business results rarely move because of training alone. Record contextual factors such as staffing, system changes and demand, then distinguish correlation from contribution. Where possible, compare results with a baseline or a credible reference group and report uncertainty rather than claiming precise causation.

Predictive Evaluation, Dave Basarab Consulting’s methodology, can support this discipline by forecasting adoption, estimating likely impact and assessing expected return on investment. It helps leaders decide whether to reinforce, redesign or stop an intervention while the evidence is still useful.

Measures worth putting on a review form

Choose a small set of measures that managers can discuss and employees can influence.

Individual application and manager support

The intended behaviour appears consistently in real work, not only in simulations.
The employee can explain how the new capability was used and adapted.
Manager coaching and resources remove the main barriers to application.
The employee identifies a credible next application within the next quarter.

Team and business contribution

The team adopts a shared practice with clear ownership and timing.
A defined operational measure improves, or an agreed leading indicator moves.
Cross-functional work is smoother where the capability affects collaboration.
Customer, safety or productivity evidence supports the claimed contribution.

Separate evidence from attribution. A result improvement belongs in the discussion, but reviewers should still ask what the learning enabled and what else may have influenced it.

Make performance reviews a learning cycle

After each review cycle, compare employee examples with earlier evidence and with the original outcome map. Identify where performance changed, where managers gave strong support and where the learning design created friction. Feed those findings into the next programme revision rather than treating review data as an archive.

Keep the loop simple: establish expectations, develop capability, practise with support, review application, and refine the work system. The practical takeaway is one priority capability, one agreed business signal and one evidence-based review conversation each quarter.

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.