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

Aligning Learning Objectives With Business Strategy

Learning creates value when it changes behaviour that matters to the organisation. A course can receive strong attendance scores and still miss the mark if employees cannot apply its content to customer retention, operational safety, productivity, compliance or revenue growth.

For Australian organisations, the connection is especially important across dispersed teams, hybrid workplaces and industries shaped by local regulation. Clear learning objectives translate broad priorities into observable capabilities, giving leaders a practical way to assess whether development activity is contributing to business performance.

Start With The Business Result

Begin with the strategic goal rather than the training request. “Improve leadership” is too broad to guide design, while “reduce regrettable turnover among frontline supervisors by improving coaching quality” points towards a measurable business need. The same principle applies to goals such as increasing conversion rates, reducing rework or strengthening cyber-security practices.

Speak with executives, operational managers and employees before defining the programme. Each group sees a different part of the performance problem. A sales director may identify a capability gap, while team leaders reveal that outdated systems, unclear processes or excessive workloads are preventing people from applying existing knowledge.

Convert Priorities Into Observable Objectives

A useful learning objective describes what a participant will do, under what conditions and to what standard. “Understand inclusive leadership” is difficult to evaluate. “Conduct a structured fortnightly conversation that identifies barriers, agrees on support and records an action” gives facilitators, managers and learners a shared target.

Use action verbs such as analyse, demonstrate, coach, negotiate, prioritise and implement. Then connect each objective to a business indicator. For example, a negotiation objective may support margin protection, while a safety objective may contribute to fewer incidents and stronger reporting behaviour.

This alignment should appear throughout the learning journey, from diagnostic activities to practice, assessment and follow-up. Dave Basarab’s design and delivery methods provide a useful reference for building learning experiences around the required performance rather than around content alone.

Map Capabilities Across The Organisation

Strategic goals usually depend on several roles, not one training audience. A customer-experience target might require contact-centre skills, product knowledge, effective rostering and confident escalation by supervisors. Mapping the capabilities across these roles prevents a programme from treating a system-wide issue as an individual employee problem.

A capability map can show which behaviours are new, which need reinforcement and which are already strong. It also helps organisations choose the right intervention: a learning burst for a process update, coaching for an emerging leadership skill, or redesigned workflow support where training will not solve the underlying barrier.

Design For Australian Workplaces

Learning must reflect how work is actually performed in Australia. A national organisation may need to serve teams in Sydney, Melbourne, Brisbane and Perth, as well as regional or remote sites. Shift workers, FIFO employees and field technicians may not be available for a two-day classroom course, so mobile resources, short practice sessions and manager-led reinforcement can improve access.

Local obligations also shape learning design. Content involving employment practices should reflect the Fair Work Act 2009, while safety programmes need to align with relevant work health and safety requirements in the applicable state or territory. Everyday habits such as toolbox talks, team huddles and commuting by public transport can provide natural moments for short, practical learning activities.

Measure Adoption And Business Impact

Evaluation should be planned before delivery. Establish a baseline for the business measure, define the behaviours expected to influence it and identify when evidence will be collected. Useful indicators may include time to competence, quality scores, customer complaints, sales conversion, incident reporting or employee retention.

Predictive Evaluation strengthens this process by forecasting likely adoption, impact and return on investment before a programme is fully scaled. It encourages decision-makers to test assumptions early, rather than waiting for an end-of-course satisfaction survey. Examples of this approach and its broader application appear in Dave Basarab’s media coverage.

Build Accountability Into The Learning Journey

Managers are essential to the transfer of learning. Before launch, they should understand the target behaviours and the business reason behind them. Afterward, they can observe performance, provide feedback and remove practical barriers. A simple manager guide might include a pre-course discussion, two observation prompts and a 30-day review.

Reinforcement should be proportionate and timely. Learning bursts, job aids, peer practice and short reflection activities can keep attention on the objective without disrupting operations. In a hybrid team, shared digital workspaces can support visibility, while face-to-face sessions in Melbourne or Perth may be reserved for complex practice and relationship building.

Alignment is strongest when objectives, activities, measures and leadership routines point in the same direction. When every learning decision can be traced to a business priority and a visible workplace behaviour, organisations can distinguish meaningful capability building from activity that merely looks productive.

The key point to remember is simple: define the result the organisation needs, specify the behaviour that will create it, and measure whether that behaviour is adopted in everyday work.

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.