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 Training for a Multigenerational Workforce

Australian workplaces bring together employees who entered the labour market before smartphones, colleagues who began their careers during the rise of cloud technology, and younger workers accustomed to mobile-first learning. Age is only one factor, but it often influences confidence with technology, preferred feedback, prior experience and expectations about career development.

Effective multigenerational training does not mean creating separate programmes for every age group. It means designing accessible learning experiences with multiple ways to engage, practise and demonstrate capability. The business outcome remains central: safer work, stronger performance, faster adoption and measurable improvements in productivity or service quality.

A sound learning strategy also recognises local conditions. Teams may be distributed across Sydney, Melbourne, Brisbane and regional areas; employees may work under awards or enterprise agreements; and industries such as mining, healthcare, logistics and construction often depend on rotating or FIFO rosters. These realities shape when, where and how learning can happen.

Workforce consideration	Useful design response	Outcome protected
Different levels of digital confidence	Offer simple navigation, demonstrations and optional practice	Consistent participation
Varied professional experience	Combine foundational content with realistic extension tasks	Appropriate challenge
Mixed communication preferences	Use visuals, discussion, written guidance and coaching	Clear understanding
Shift, remote and field-based work	Provide mobile access, short modules and flexible scheduling	Higher completion and application
Different accessibility needs	Follow inclusive design and provide alternatives	Fair access and compliance

Start With Capability, Not Age

Generational categories can be a useful prompt, but they should not become assumptions. A long-serving technician may be highly confident with complex software, while a younger employee may need structured support with workplace systems. Training needs analysis should examine role requirements, current proficiency, language, accessibility, work context and motivation.

Begin by defining the capabilities that matter to the organisation. For a customer service team, these might include complaint handling, privacy procedures and effective use of a CRM. For a distribution centre, they may involve safe equipment operation, picking accuracy and escalation protocols. Learning activities can then be matched to performance gaps rather than stereotypes.

A short diagnostic, manager consultation or practical skills observation can reveal where support is needed. This evidence helps learning teams segment by capability level, task or role, preserving resources for meaningful learning rather than creating age-based tracks.

Build Flexible Learning Journeys

A blended learning pathway can serve employees with different preferences without lowering standards. A concise explainer may introduce a process, an interactive scenario can develop judgement, and a supervised task can confirm performance. Participants can access the same essential outcomes through a combination of formats.

Learning bursts are especially useful when employees need reinforcement between formal sessions. A two-minute video, checklist or scenario-based quiz can support recall during the flow of work. Employees who prefer deeper preparation can receive optional reference material, while those who need more practice can use worked examples and coaching.

Accessibility should be built into the design from the beginning. Captions, readable contrast, keyboard navigation, transcripts and plain-English instructions support many learners, including employees working in noisy environments or using mobile devices. This approach also helps organisations meet obligations under Australian anti-discrimination legislation.

Make Technology Supportive

Technology should remove friction rather than become another assessment. Clear instructions, predictable navigation and a low-risk practice environment help employees develop confidence. A short orientation to the learning platform may be more valuable than assuming everyone understands logins, notifications, digital collaboration or online assessment.

Training designers should also plan for uneven connectivity and different work locations. A nurse in Brisbane, a field technician near Newcastle and a warehouse employee in Perth may use different devices and have limited uninterrupted time. Downloadable resources, responsive design and asynchronous options can make participation more realistic.

Feedback provides evidence about whether the learning experience is working. A structured feedback loop lets designers identify confusing instructions, inaccessible activities and weak transfer points, then refine the programme using evidence rather than opinion.

Use Experience Across Generations

Experienced employees hold valuable operational knowledge, including local workarounds, customer insight and understanding of risk. Rather than treating them only as learners, involve them as subject matter contributors, peer coaches or scenario reviewers. Their experience can make examples more credible and expose issues that formal documentation misses.

Younger employees can contribute fresh perspectives on collaboration tools, digital workflows and emerging customer expectations. Reverse mentoring, peer demonstrations and mixed-experience project teams create reciprocal learning without implying that one group has all the answers.

Facilitated collaboration needs clear boundaries. Subject matter expertise should be checked against current policy, safety requirements and legislation. In regulated workplaces, informal advice cannot replace approved procedures, particularly where work health and safety duties, privacy obligations or industrial requirements apply.

Design Around Australian Work Patterns

Scheduling is a major determinant of training adoption. Employees covered by awards, enterprise agreements or rostered arrangements may not be available during standard office hours. Organisations also need to consider paid learning time, fatigue, consultation requirements and safe staffing levels under the Fair Work Act and relevant workplace arrangements.

For hospitals, transport operators, retailers and mining businesses, learning may need to run across early starts, night shifts and handovers. Practical shift-worker delivery can combine repeated live sessions, mobile modules and manager-led practice so that access does not depend on one particular roster.

Local context improves relevance. A safety scenario might reflect wet-weather conditions in northern Queensland, traffic pressures in Melbourne or remote travel between sites in Western Australia. Examples should feel recognisable while still teaching a transferable standard of performance.

Measure Adoption and Business Impact

Completion rates rarely prove that training changed behaviour. Evaluation should examine whether employees can perform the task, whether managers observe the desired behaviour and whether operational measures move in the expected direction. Suitable indicators might include rework, incident frequency, customer resolution time, sales conversion or equipment downtime.

Predictive Evaluation strengthens this process by connecting early signals with likely business results. Participation, confidence, practice quality and manager support can be reviewed before final outcomes appear. Predictive dashboards help leaders see where adoption is strong, where additional reinforcement is needed and whether investment is producing value.

The best measure is a balanced scorecard rather than a single number. Combine learning evidence, workplace behaviour, operational performance and stakeholder feedback. If one group completes the course but does not apply it, the issue may be scheduling, manager reinforcement, system design or workload rather than learner motivation.

A practical approach is to define one critical capability, test it with a mixed-experience pilot group, provide flexible practice and monitor performance after launch. Keep the standard consistent, vary the route to competence, and use evidence from the workplace to refine the learning journey.

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.