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 that closes the gap between knowing and doing

Most learning leaders in Sydney and Melbourne boardrooms have watched the same scene play out: a team member completes a two-day course, scores well on the post-test, and returns to their desk unchanged. They can recite the model. They struggle to act on it when the deadline lands or the customer pushes back. The classroom built understanding; the workplace failed to translate it into behaviour.

Closing that distance requires more than better slides or a sharper facilitator. It calls for a design philosophy that treats application as the primary outcome, not a hopeful by-product. When capability is engineered into the rhythm of work, training stops being an event people survive and becomes a system that produces results.

Why knowledge transfer alone fails

Cognitive science has long shown that information decay begins within days of instruction, yet many corporate programmes still measure success by completion rates and test scores. In Australia's large enterprises, where compliance training is tightly bound to the Fair Work Act and ASQA requirements, the temptation is to chase documented coverage rather than observable change. The result is a library of certificates that protects the organisation legally while leaving its actual capability largely untouched.

The deeper issue is that knowledge and application draw on different conditions. Knowledge needs attention, structure, and recall. Application needs context, prompts, and feedback loops that survive the Monday morning inbox. Designing only for the first condition creates competent test-takers, not capable practitioners.

The anatomy of the application gap

The gap usually has three layers. First, there is a skills layer, where people lack the specific steps needed in their role. Second, there is an environment layer, where the workplace does not supply cues, time, or tools for the new behaviour. Third, there is a reinforcement layer, where managers either ignore the new skill or inadvertently reward the old habit.

In a Brisbane contact centre or a Perth operations team, these layers often overlap. A rep may know the de-escalation script, yet the queue volume and shift structure leave no space to use it. A supervisor may want to coach the new technique, but the weekly dashboard rewards speed, not quality. Without redesigning the environment and the incentives, training becomes ornamental.

Designing practice into the flow of work

Practice beats content when the goal is behaviour change. Short, spaced, role-specific exercises outperform single long sessions because they re-enter the learner's memory while the job is still in front of them. A five-minute drill before a client call lands differently than a two-hour module in a rented training room.

Programmes built around micro practice also respect the realities of Australian workdays. Long commutes on the M1 between the Gold Coast and Brisbane, or the daily crawl into the Sydney CBD, eat into the time available for deliberate development. When practice is delivered in short bursts that fit inside those constraints, completion rises and application follows. See how learning bursts compare economically with traditional programmes.

Manager habits that move training into practice:

Asking one specific application question in every one-on-one for the first six weeks after a programme
Rewarding the use of a new tool before praising speed or tenure
Removing one obstacle each week that blocks the new behaviour
Sharing short examples of the skill in action during team huddles
Logging application examples in the same system that tracks KPIs

Comparing delivery formats for sustained change

No single format wins in every situation. The snapshot below sketches how common options stack up against the goal of application.

Format	Time per learner	Cost per learner	Built-in application support	Measurement of real adoption
Traditional workshop	12–16 hours	High	Low	Rare
eLearning module	1–3 hours	Low	Low	Rare
Learning burst series	15–30 min daily, 4–6 weeks	Medium	High	High
Manager-led coaching	Ongoing	Medium-high	Very high	Medium
Blended programme	Varies	High	Medium-high	Medium

Learning bursts and manager-led coaching consistently outperform classroom-heavy approaches when the metric is on-the-job change rather than seat time.

Measurement that predicts real adoption

Most evaluations look backwards. They ask whether learners liked the course and whether they remembered it a week later. Predictive Evaluation works the other direction. It identifies the leading indicators that predict whether a behaviour will actually show up in the workflow, then measures those indicators while the programme is still running.

Adoption forecasts built on this approach allow learning leaders to redirect spend before a programme underperforms. Work on Predictive Evaluation shows how this discipline reduces training waste.

A practical checklist for selecting application-focused training:

Does each module specify the exact behaviour it expects on the job?
Are practice opportunities spaced across at least four weeks?
Does the manager have a defined role during and after the programme?
Can the design show its measurement plan before launch?
Will the format fit inside the learner's normal working day?

Embedding accountability into the learning journey

Application sticks when accountability is designed in, not added on. That means giving managers a small, scripted role, giving peers a way to notice each other's progress, and giving the learner a visible scorecard tied to their own work. It also means aligning the training with the policies the business already operates under, so the new behaviour is supported rather than contradicted by compliance and HR systems.

Frameworks built without this backbone often produce elegant diagrams and little change on the floor. The reasons are explored in competency models without measurement.

When these conditions hold, the gap between knowledge and application narrows. When they are missing, even the best content ends up filed in the brain and forgotten on the floor.

The next concrete step is to map one current programme against the checklist above, identify which two conditions are weakest, and redesign around those before commissioning any new content.

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.