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 for distributed and field employees

Frontline employees in Australia often work across mine sites, depots, vehicles and customer locations, so training must fit movement, shift work and variable connectivity. Designing training for employees who work in distributed or field environments begins with performance, not a generic course catalogue.

A deck-heavy program may look complete on a laptop while employees struggle to apply it during a short handover. Adults need relevant practice, timely reinforcement and materials they can retrieve when the task is still fresh in their mind.

The solution is a deliberate blend of accessible digital learning, live discussion, coaching and workplace support. When each element solves a defined performance problem, learning travels well beyond the training room.

Begin with the work

Start with the work itself. Meet supervisors and employees, observe real tasks and identify the decisions, behaviours and safety habits that shape results. Then define what people must know, do or decide differently after the intervention.

Turn those requirements into observable performance outcomes, such as completing a permit correctly, escalating a fault earlier or reducing rework. This prevents the common mistake of using course completion as the main measure when the real goal is changed capability on the job.

Build around Australian conditions

Australian conditions make this practical rather than theoretical. Pilbara crews may rotate through FIFO rosters, field technicians cover vast routes, and teams based in Melbourne, Brisbane, Adelaide and Perth operate across state time zones. Every design assumption should be tested against those realities.

Local language also matters. A friendly “have a go” or short toolbox talk can feel natural, but instructions still need plain English, strong visuals and obvious steps. Australian employers must also fit learning to Fair Work obligations, work health and safety duties, and relevant state or territory requirements.

Design for low-bandwidth mobile access and downloadable offline resources.
Keep modules short enough to fit between tasks, handover or shift breaks.
Use scenarios drawn from local sites, weather, equipment and customer contexts.
Schedule live sessions with rotational teams and accessible recordings.

Match formats to work contexts

Choose formats according to the performance need and available setting. A technical concept may suit a short explainer; a new diagnostic process may require simulation; a team behaviour may be best developed through live practice and feedback.

Blended delivery often works best. It combines on-demand modules, facilitator-led sessions, peer learning and job aids without forcing every employee into the same course. Managers should protect practice time rather than add another meeting to the roster.

Work context	Primary format	Delivery pattern	Main risk
FIFO crew	Blended learning	Short digital pre-work plus toolbox practice	Fatigue and shift timing
Mobile technician	Scenario simulation	Mobile modules, demonstrations and offline job aids	Connectivity loss
Regional office	Live workshop with hybrid access	Facilitated session plus local peer coaching	Video participation gaps
New supervisor	Coaching and action learning	Field observation, practice and feedback	Theory detached from daily work

Design for transfer on the job

Transfer begins during design. Build each module around a realistic task, ask learners to make decisions, and provide feedback before the workplace test. Employees in Perth or regional depots should see equipment, language and risks that match their normal environment, not generic stock photographs.

Close the loop with job aids, manager prompts and opportunities to repeat the behaviour. That is the essence of the business and learning connection: every module should have a visible route back to a business priority, from safer work to fewer rework cycles.

Equip supervisors and learning teams

Supervisors are part of the learning system, not optional support. Give them short coaching prompts, observation criteria and examples of effective reinforcement. They can recognise skill application during ordinary work, even when employees complete formal learning elsewhere.

Learning teams should also plan the transfer window: who checks performance, when, and what support follows. Clear ownership prevents good learning from fading during busy operational periods or staff turnover.

Ask the supervisor to observe one priority behaviour within seven days.
Provide a two-minute coaching prompt before the task begins.
Record blockers and feed recurring issues into refresher design.
Review application and results together at the next team huddle.

Measure adoption before business impact

Measurement should distinguish reach, adoption, application and business impact. Completion data shows whether people accessed the content; it does not prove they changed practice. Use short workplace checks, supervisor observations and operational indicators to establish what happened after training.

Predictive Evaluation can make this visible through intention dashboards, which forecast likely adoption and help sponsors act while participants are still using the learning. Linking intention, observed behaviour and outcomes also supports a credible return-on-investment case rather than attributing every result to training.

Make learning durable

Make the design repeatable through templates, reusable content and clear governance. Review content after major regulatory, technology or operational changes. Keep ownership with the business, while learning specialists manage quality, accessibility and evidence.

Start with a small pilot across sites, shifts and regions, then scale what works. The point to remember is straightforward: design from the task, make practice available at the point of work, and measure use before claiming impact.

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.