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

A Training Dashboard Built for Executive Decisions

Designing a training dashboard that gives executives actionable metrics starts with decisions rather than a library of charts. It should show where capability is changing, which intervention is likely to help, and whether further investment is justified.

Australian organisations often need that clarity across Sydney, Melbourne, Brisbane and regional teams. A useful dashboard separates meaningful performance signals from differences caused by role, location, shift pattern or access to protected learning time.

The reporting chain should connect participation, adoption, capability, workplace behaviour and business results. Executives then receive evidence about impact, uncertainty and required action instead of a single completion percentage that conceals weak transfer.

Start with decisions, not data

Begin with a short list of recurring decisions: where to intervene, which intervention to fund, when to stop and what outcome to expect. In a multi-state Australian workforce, those decisions may also involve workplace agreements, Fair Work obligations and manager capacity.

A custom instructional design plan gives each intervention a purpose, audience, delivery method and intended result. During planning, define the behavioural change, business measure and reporting owner before agreeing on dashboard visuals.

Each metric then needs a plain-English definition, baseline, target, refresh date and accountable owner. Remove any measure that has no plausible decision attached to it, because extra data can dilute attention rather than improve it.

Build a connected measurement chain

Completion is an activity measure; adoption shows whether people use the learning. Capability measures should test applied knowledge or skill, while behaviour measures should capture manager feedback, quality, customer outcomes or compliance. Business impact belongs at the end because it often lags both learning and behaviour change.

Set thresholds along the chain rather than waiting for a financial result. For example, an Australian dollar impact target becomes useful only when paired with minimum adoption and capability thresholds, time-to-application targets and an agreed attribution method. This tells leaders whether weak impact reflects the content, the workplace or the forecast.

Forecast adoption before rollout

The Predictive Evaluation methodology combines historical evidence with forecast measures of adoption, impact and return on investment. This lets leaders estimate whether a program is likely to be used after release, rather than treating launch-day enthusiasm as durable change.

Show a range, confidence level and leading indicators for every forecast. If manager participation, manager reinforcement and time-to-practice deteriorate, the dashboard should trigger a corrective action before a costly rollout reaches a wider cohort.

Make comparisons meaningful

Compare like cohorts and be explicit about limits. Pre-post results can show improvement, but they do not prove the program caused a business change; where practical, use comparison groups, trend analysis and documented contextual factors. Confidence intervals are more useful to executives than unsupported precision.

Privacy is equally important. Under the Australian Privacy Principles, employee data should be purpose-limited, secured and aggregated where possible. Dashboards should expose team patterns, not shame individual employees, and should account for part-time, casual and shift-based workers whose opportunities to apply learning differ.

Design the executive view

The main view needs enough context to act, with drill-down available for diagnosis. Keep each metric beside its target, trend, comparator, data owner and decision cue.

Core metrics for executives

Adoption: percentage using the learning within 30 days
Capability: change in applied skill or knowledge
Behaviour: percentage applying the target practice
Impact: validated improvement in an agreed business result

Decision cues for each measure

On track: forecast remains inside the agreed threshold
Watch: movement is positive but confidence is weakening
Act now: forecast breaches a predefined intervention trigger
Low confidence: data is stale, sparse or methodologically weak

Avoid traffic-light decoration without thresholds. A red status should always lead to a named owner, a response and a review date; otherwise colour becomes presentation rather than operational information.

Turn signals into intervention

Drill from enterprise trends to business unit, role and delivery channel only when privacy and minimum sample rules permit. A low rate may reflect inaccessible times, poor manager reinforcement or content that does not match the task. Each cause requires a different response.

Predefine actions such as manager prompts, facilitated practice, protected paid release or redesign of the learning. Test the response with a small cohort, compare it with the original forecast and update the dashboard rule. This closes the loop between measurement and investment rather than producing a passive scorecard.

Establish a reliable operating rhythm

Use weekly checks for data quality, monthly reviews for adoption and capability, and quarterly forecasting for impact. For ASX-listed organisations and executive teams, material changes should have clear escalation routes without implying that every learning metric belongs in external reporting.

Assign an owner to every metric and review whether it still supports a decision. Remove vanity measures, document forecast changes and record the expected return, implementation cost and confidence range in Australian dollars.

The next step is a 60-minute metric workshop with the executive sponsor, learning lead, people-analytics owner and two business-unit managers, producing one approved metric dictionary and one dated dashboard review.

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.