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

Align training metrics with your organisation’s scorecard

Training teams create useful data every day: enrolment, attendance, assessment results, learner confidence and completion rates. These figures become far more valuable when they show how learning contributes to the organisation’s strategic priorities, rather than simply proving that an event took place.

For Australian organisations, this connection matters across diverse workforces and operating environments. A national retailer in Sydney, a mining business in Perth and a public agency in Canberra may need different capability measures, yet each can link learning outcomes to business performance through a disciplined Balanced Scorecard approach.

Balanced Scorecard perspective	Training focus	Useful measures	Business evidence
Financial	Cost-effective capability building	Cost per capable employee, time to proficiency	Lower rework, increased sales, reduced overtime
Customer	Service and relationship skills	Quality scores, complaint resolution capability	Customer satisfaction, retention, repeat business
Internal processes	Compliance, safety and operational consistency	Error rates, process adherence, cycle time	Fewer incidents, faster delivery, improved quality
Learning and growth	Future-ready workforce capability	Skill progression, application, internal mobility	Stronger succession, innovation and workforce resilience

Start with strategic outcomes

The first step is to identify what the organisation is trying to improve. A goal such as “build leadership capability” is too broad to guide measurement. A stronger statement might be “reduce regrettable turnover among frontline supervisors” or “improve project delivery across infrastructure teams”.

This is where align learning objectives becomes practical. Each learning objective should connect to a behaviour, a work process and a scorecard result. For example, a coaching program may aim to improve the quality of weekly performance conversations, which should then influence team productivity or retention.

Training metrics should be selected after the desired result is clear. Otherwise, teams may optimise attendance or satisfaction while the strategic problem remains unchanged.

Translate the scorecard into a measurement chain

A useful measurement chain links five stages: learning activity, knowledge or skill gain, workplace adoption, operational impact and business value. This prevents the common mistake of treating a high post-course rating as proof of organisational benefit.

For an Australian logistics company, a manual-handling program might record completion, then observe safe lifting practices, monitor injury rates and compare lost-time incidents over time. In a financial services environment, training on responsible lending should connect assessment results with file quality, remediation levels and compliance findings, including obligations under Australian consumer and privacy legislation.

The measures below help keep the chain balanced:

Learning measures: knowledge checks, simulations and demonstrated skill
Adoption measures: manager observations, workflow data and system usage
Operational measures: productivity, quality, safety and cycle time
Business measures: revenue, cost, retention, risk and customer outcomes

A measure belongs on the scorecard only when its relationship to a strategic objective is credible and explainable.

Choose indicators that leaders can use

Senior leaders need a concise view of progress, while learning teams need enough detail to diagnose problems. A dashboard can therefore combine leading indicators, such as practice frequency and manager reinforcement, with lagging indicators, such as sales performance or customer complaints.

Avoid relying on a single number. Completion may indicate reach, but it does not show whether employees can apply the capability. Learner confidence may be useful, yet confidence without observed behaviour can create a misleading sense of success.

For each program, define:

The target: the expected change and its timeframe
The owner: the leader responsible for workplace adoption
The data source: systems, surveys, observations or business reports
The comparison: baseline, control group, historical trend or target
The decision rule: what action follows if performance rises or falls

This structure is especially important for dispersed teams across Melbourne, Brisbane and regional locations, where managers may reinforce new practices unevenly.

Measure adoption across a changing workforce

A program can perform differently for apprentices, experienced specialists, casual staff and older workers approaching retirement. Design and measurement should account for accessibility, technology confidence, language needs and different preferences for practice and feedback. Guidance on multigenerational learning design can help organisations avoid treating workforce diversity as a minor demographic detail.

Australian employers also need to consider privacy when collecting learner or performance data. Metrics should have a clear purpose, limited access and transparent handling, consistent with the Privacy Act 1988 and relevant workplace policies. Aggregated reporting is often more appropriate than publishing individual results.

Managers are central to adoption. A short conversation after training, a practical observation in the following fortnight and a review of team indicators can provide stronger evidence than another end-of-course survey.

Forecast value and refine the scorecard

Measurement should begin before delivery, not after the final session. Establish the baseline, estimate the expected operational shift and identify factors that may influence results, such as seasonal demand, technology changes or restructures.

Predictive Evaluation offers a way to forecast training adoption, impact and return before large-scale investment. A Predictive Evaluation case study illustrates how this approach can connect learning evidence with financial outcomes rather than leaving ROI as an end-of-year guess.

Review the scorecard at agreed intervals. If employees pass assessments but do not use the new process, the issue may be workflow design, manager support or system friction rather than course quality. If business results improve, test whether the training contributed and document the other conditions that helped.

A practical starting point is to select one strategic objective, map its learning-to-business measurement chain, and schedule a baseline review with the accountable business leader before the next program begins.

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.