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 scalable onboarding program for global teams

A strong onboarding experience gives new employees the context, confidence and practical skills to contribute sooner. For global organisations, however, a programme that works in Sydney may not suit a new starter in Singapore, London or São Paulo. The design must provide consistency without ignoring local expectations, legislation or working practices.

Scalability comes from separating the elements that every employee needs from those that require regional adaptation. A global core can explain purpose, values, systems and role expectations, while local learning covers employment conditions, customer realities and team customs.

For Australian employers, this balance is especially important. New starters may work across AEST, AWST and other time zones, operate under modern awards, and need clear information about the Fair Work system, privacy obligations and work health and safety. A thoughtful model reduces duplication while helping each person feel connected to the organisation.

Approach	Strength	Risk	Best use
Centralised	Consistent message and governance	Can feel culturally distant	Core values, systems and compliance
Federated	Strong local relevance	Inconsistent quality and reporting	Regional policies and market practices
Modular	Easy to update and scale	Requires disciplined architecture	A global programme with local pathways

Create a global learning architecture

Begin with a capability map that defines what every new employee should know, do and demonstrate after their first day, first month and first quarter. Include cultural orientation, technology access, role expectations, communication norms and the behaviours linked to business performance.

A global onboarding framework should use a small number of reusable learning objects rather than one long course. A welcome module, manager conversation guide, systems walkthrough and role-specific practice activity can be combined into different pathways without rebuilding the programme for every country.

Governance keeps the architecture reliable. Assign owners for global content, regional adaptations, translations, accessibility and version control. Establish a review cycle for policy, product and process changes so outdated information does not remain in local learning libraries.

Localise the experience with purpose

Localisation is more than changing spelling or adding a translated welcome message. It may involve examples that reflect the Australian market, local customer expectations, public holidays, employment terminology and the practical realities of hybrid work in Melbourne, Brisbane or Perth.

Use a clear decision rule: global content should explain what must be consistent, while local content should explain what employees must do differently. For example, a global code of conduct can sit beside country-specific guidance on leave, payroll, workplace rights and escalation channels.

Signals that content needs local adaptation

Employment, payroll or workplace health and safety requirements
Customer scenarios that differ between markets or industries
Regional language, accessibility and cultural expectations
Time-zone, public holiday or hybrid-work arrangements
Systems and processes that are unavailable in every country

Local subject matter experts should review examples before launch, while a central learning team protects the programme’s overall intent. This approach supports inclusion without allowing every region to create an entirely separate onboarding experience.

Build a modular learning journey

A scalable programme should be organised around moments of need rather than a crowded first week. Pre-boarding can cover access, logistics and a concise welcome. The first week can focus on connection, essential systems and role clarity. Follow-up learning can address performance expectations, customer knowledge and career development.

Short learning bursts are useful when they support a specific action, such as submitting an expense, preparing for a customer call or locating a safety procedure. The microlearning design guidance can help teams avoid reducing important topics to disconnected snippets.

Use a learning management system or employee experience platform to sequence content by role, location and start date. Keep activities practical: a system simulation, manager check-in, peer introduction or decision-based scenario usually creates stronger transfer than passive information pages.

Equip managers and measure readiness

Managers determine whether onboarding becomes part of daily work. Give them a simple schedule with conversation prompts, observation points and reminders for the first 30, 60 and 90 days. This is particularly valuable for distributed teams where a new employee may have limited informal contact with colleagues.

The programme should also connect with human resources, IT, payroll and workplace safety processes. A new starter who cannot access core systems or understand who approves leave will experience operational friction regardless of how polished the online modules appear.

Practical manager tools to include

A first-week checklist linked to role outcomes
Conversation prompts for belonging, expectations and support
A 30-day practice review with evidence of capability
Escalation guidance for access, conduct or wellbeing concerns

Track completion, but do not treat it as proof of effectiveness. Combine participation data with manager observations, time-to-productivity, early performance indicators, confidence checks and retention patterns. Predictive Evaluation can help forecast whether onboarding behaviours are likely to influence adoption, impact and return on investment.

Connect onboarding to business results

Start by defining the business outcomes the programme is expected to influence. These might include faster customer response, fewer system errors, safer work practices, stronger sales conversations or improved retention during an employee’s first year.

A useful measurement model establishes a baseline before launch and compares results across cohorts, locations and roles. Look for friction points such as incomplete pre-work, low manager participation, repeated support requests or poor performance on key tasks. Segmenting the data can reveal whether a problem belongs to the content, the technology, the manager experience or the local operating environment.

Budget pressure makes prioritisation essential. A strategic learning plan helps determine which onboarding components protect business-critical capability and which can be phased into later releases. This prevents the programme from becoming a collection of attractive but low-value resources.

The first release should be deliberately small: select one role family, two locations and a measurable outcome such as reduced time to independent performance. Document the baseline, launch the modular pathway, review the evidence after 30 days and use those findings to scale the next cohort.

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.