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

Building Effective Global Training Across Languages And Cultures

Global training succeeds when employees can understand the content, recognise themselves in its examples and apply the learning in their own workplace. Translation is important, but it is only one part of the work. Tone, hierarchy, humour, decision-making habits and attitudes towards authority can all affect how a programme is received.

For Australian organisations, this may involve teams in Sydney, Melbourne, Brisbane, Perth and regional locations, alongside colleagues across Asia-Pacific, Europe and North America. Different time zones, varied English proficiency and multicultural workforces make careful planning essential. A learning programme should offer consistency where the business needs it, while allowing enough flexibility for local relevance.

Start With A Learner And Market Map

Before developing content, identify the languages employees use at work and at home, their confidence with business terminology and the communication channels they trust. A regional sales team may need concise mobile learning, while a technical group may benefit from guided demonstrations and translated reference material.

Cultural research should examine how people interpret feedback, authority, collaboration, deadlines and risk. In Australia, a relatively informal workplace style may feel approachable to local employees but overly casual to learners from cultures that expect greater formality. These differences should inform facilitation and examples without stereotyping participants.

Separate Core Outcomes From Local Expression

A global programme needs a stable learning purpose. Safety requirements, ethical standards, product knowledge and critical performance behaviours may need to remain consistent across markets. The wording, scenarios and practice activities can then be adapted to reflect local customers, regulations and workplace norms.

Use a localisation brief to define what must stay unchanged and what can be modified. This prevents every country from rebuilding the course independently, while avoiding an English-only programme that feels disconnected from daily work.

Build Inclusive Learning Materials

Plain language supports learners who speak English as an additional language and improves comprehension for everyone. Keep sentences direct, explain acronyms, avoid idioms and use examples that show the required behaviour clearly. Captions, transcripts, screen-reader compatibility and downloadable resources also support accessibility across locations and devices.

Useful design checks include:

Replace slang, sports metaphors and culture-specific humour
Test translated terms with local subject matter experts
Use names, settings and visuals that reflect the learner population
Provide captions, transcripts and accessible document formats
Check whether examples fit local laws, customers and workplace practices

Visual communication requires equal care. Colours, gestures, symbols and images can carry different meanings across markets. A local review should happen before launch, rather than after learners report confusion or offence.

Prepare Facilitators For Cultural Variation

Facilitators influence whether people feel safe enough to ask questions and practise new skills. They should know how to manage silence, disagreement, interruptions and different approaches to participation. A quiet group may be reflecting carefully, showing respect or waiting for a senior person to speak; it should not automatically be treated as disengaged.

Train facilitators to offer several ways to participate, such as chat responses, small-group discussion, private reflection and structured turn-taking. Australian trainers working with international cohorts should avoid assuming that a first name, open debate or informal humour will be comfortable for every participant.

Measure Understanding And Transfer

Completion rates do not show whether learners understood the message or changed their behaviour. Use short knowledge checks, confidence measures, observation and manager feedback to identify where language or cultural context is affecting adoption. The intention evaluation approach can help establish whether learners intend to use the new capability before performance data becomes available.

Evaluation should compare results by location, language group, role and delivery format while protecting privacy. Australian organisations must handle employee information carefully under the Privacy Act 1988 and applicable workplace policies. Data should be used to improve the programme, not to label a particular culture or region as deficient.

Connect Learning Investment To Business Results

Language adaptation should be treated as an investment decision, not an automatic production expense. A translated course may be worthwhile when it supports a large workforce, reduces safety risk or enables consistent customer service. A localised job aid or manager briefing may be more suitable for a smaller team.

Strategic workforce analysis can strengthen these decisions. Perspectives from Dr Laurie Bassi highlight the value of connecting people initiatives with measurable organisational outcomes. For Australian employers, relevant outcomes might include reduced rework, faster onboarding, improved retention or stronger compliance across dispersed sites.

Govern Delivery Across Regions

Create a shared operating model for translation, review, version control and facilitator preparation. Assign local reviewers who understand the market and the job, rather than relying only on general translation. Maintain a glossary for technical terms and record approved adaptations so that future updates remain consistent.

Delivery planning should reflect Australian realities, including public holidays, school holiday periods and the time difference between eastern states, Western Australia and international offices. Early sessions may suit Perth and Asia, while later sessions may work better for Europe or the east coast. A blended programme can combine short learning bursts, local practice and manager reinforcement.

A practical investment review can draw on predictive evaluation insights to rank initiatives by likely adoption, business value and evidence requirements. Keep a simple record of the approved core message, local changes, learner feedback and performance indicator for each market. That record turns cultural adaptation into a repeatable capability rather than an ad hoc translation exercise.

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.