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 Learning Pathways Leaders Will Back

A learning pathway earns executive support when it helps people perform critical work, rather than simply completing a sequence of courses. Cross-department leaders need to see how capability development improves customer outcomes, productivity, risk control or revenue. Learn more about Building A Training Adoption Index To Benchmark Against Industry Peers.html.

This is especially important in Australian organisations, where hybrid teams may span Sydney, Melbourne, Brisbane and regional locations. A pathway must work for employees attending a workshop in person, joining a virtual session between meetings, or completing a short activity on a mobile device during a busy operational day. Learn more about Five Metrics To Track For Real Time Learning Effectiveness.html.

The strongest programmes are built around shared business priorities. They connect role expectations, practical experience, coaching and evidence of workplace application. This gives each department a reason to participate without forcing every team into an identical learning experience. Learn more about Measuring The Long Term Impact Of Onboarding On Retention.html.

Senior sponsors also need confidence that the investment can be measured. A clear adoption model, relevant performance indicators and realistic governance make learning easier to defend during budget reviews and more valuable to the people expected to use it.

Start With A Shared Business Problem

Begin by identifying a problem that crosses organisational boundaries. Customer complaints, inconsistent sales handovers, cybersecurity incidents, slow project delivery or weak frontline supervision may involve several functions at once. Define the desired business result before selecting content or platforms.

Interview leaders from affected departments and ask what successful performance looks like in observable terms. A finance leader may focus on control and forecasting, while an operations leader prioritises speed and consistency. The pathway should translate both perspectives into a common set of capabilities.

Map Roles, Moments And Dependencies

A pathway should reflect the moments when employees need to make decisions, use systems or collaborate with another team. Map the workflow from first exposure to independent performance, including manager support and opportunities to practise.

Avoid designing a generic curriculum for an imaginary average employee. A new team leader, experienced subject-matter expert and customer-facing adviser may need different entry points. Shared core modules can be combined with role-based branches, allowing departments to retain relevance without duplicating development work.

Give Leaders A Visible Role

Cross-department leaders support learning when their responsibilities are specific and manageable. They might nominate priority participants, provide examples of current business challenges, attend a launch session or review evidence of application after 30 days.

Manager enablement is equally important. Provide conversation guides, observation checklists and short coaching prompts that fit existing one-to-ones. In Australia, where many employees balance long commutes, flexible work and operational rosters, support tools need to be brief and usable across locations.

Sequence Learning Around Work

Effective learning pathways use a deliberate rhythm: prepare, learn, practise, apply and review. A short learning burst can introduce a concept, followed by a workplace task, peer discussion and manager feedback. This sequence is more likely to change behaviour than a large content library left for employees to explore alone.

Pathway Element	Learner Experience	Leader Evidence
Preparation	Diagnostic, briefing or pre-work	Readiness and priority gaps
Core learning	Workshop, virtual session or digital module	Participation and comprehension
Practice	Simulation, case or supervised task	Skill confidence and quality
Application	Real work assignment	Behaviour and performance change
Review	Coaching and outcome discussion	Adoption, impact and next action

The design should also account for compliance obligations. For example, safety-related pathways may need to align with Work Health and Safety expectations, while employment practices must fit Fair Work requirements and relevant awards. Legal review belongs in the design process when learning affects regulated work.

Measure Adoption Before Impact

Completion rates are useful for monitoring reach, but they do not show whether capability has transferred into daily work. Track participation, practice quality, manager reinforcement, system usage and relevant operational indicators.

A practical starting point is a training adoption index that combines signals into a view of how consistently learning is being used. Comparing adoption across departments can reveal whether a pathway problem is caused by content, workload, leadership attention or access.

Build A Measurement Conversation

Agree with leaders on a small number of measures before launch. These might include reduced rework, faster onboarding, improved customer resolution, stronger quality scores or increased use of a required process. Establish a baseline and decide when results will be reviewed.

For operational visibility, teams can use real-time learning metrics to identify where engagement or application is declining. The point is not to produce a dashboard crowded with activity data; it is to support timely decisions about reinforcement and pathway design.

Make The Pathway Sustainable

A pathway needs an owner after launch. Assign responsibility for updating examples, reviewing data, supporting managers and removing outdated activities. A quarterly governance meeting with representatives from learning, operations, technology and relevant business units can keep the experience aligned with changing priorities.

Onboarding deserves special attention because early learning affects retention and confidence. Australian employers competing for talent in tight skills markets can use long-term onboarding evidence to connect early capability building with employee stability, productivity and time to contribution.

Practical Design Priorities

Define one shared business outcome before creating the curriculum.
Give each department a clear role in sponsorship, practice or reinforcement.
Offer flexible learning formats for hybrid, regional and shift-based employees.
Measure workplace application alongside attendance and assessment results.
Review pathway data with leaders often enough to adjust support quickly.

A sustainable pathway is treated as part of the operating model, not a one-off training event. Leaders are more likely to support it when they can see their priorities represented, their managers equipped and their business measures improving.

The essential point is simple: build the pathway around shared work, involve leaders in the moments that matter, and prove that learning is being adopted and converted into better performance.

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.