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 A Training Audit Leaders Can Trust

A training impact audit should give executives a clear view of whether learning has changed behaviour, strengthened capability and contributed to business performance. Attendance figures and satisfaction scores may describe activity, but they rarely explain whether a programme was adopted, applied on the job or worth the investment.

For Australian organisations, the strongest audit combines reliable evidence with commercial judgement. It connects learning data to operational measures such as productivity, customer retention, safety performance, quality, sales conversion or time to competence. The result is a practical account of value that leaders can test, discuss and use for decisions.

Define The Business Decision First

Begin by identifying the decision the audit must support. Leaders may need to decide whether to scale a programme across Sydney, replace a delivery model in Melbourne, invest further in frontline capability or stop funding an initiative with limited uptake. The audit should be designed around that decision rather than around the data that happens to be available.

Clarify the business problem, the target population, the expected change and the period in which results should appear. A leadership programme might aim to reduce regrettable turnover over twelve months, while a cyber awareness intervention may seek fewer policy breaches within a quarter. Specific outcomes create a credible basis for judging impact.

Map Learning To Operational Outcomes

Create a logic chain that links the learning experience to workplace behaviour and then to business results. For example, a sales programme may develop discovery skills, increase the use of structured questioning, improve proposal quality and lift conversion rates. Each link should have an observable measure and a realistic timeframe.

This process also reveals where learning is not the real constraint. A new process may fail because managers do not reinforce it, systems are difficult to use or workloads leave employees little time to practise. A useful audit separates learning effectiveness from issues involving incentives, workflow, technology and leadership. The perspective of corporate identity thinking can also help examine whether desired behaviours align with the organisation’s stated values and everyday culture.

Use A Balanced Evidence Set

A trusted audit uses several evidence sources rather than relying on a single survey. Participation, completion and assessment results show reach and knowledge acquisition. Observation, manager check-ins, system records, quality reviews and customer feedback provide stronger evidence of transfer. Financial and operational data then help assess contribution to business performance.

Establish a baseline before interpreting change. Compare trained and untrained groups where practical, review pre- and post-programme results, or use historical performance when a controlled comparison is not possible. Record other influences, such as a new pricing model, seasonal demand or a restructure. This does not produce perfect proof, but it makes the reasoning transparent.

In Australia, privacy obligations under the Privacy Act 1988 matter when linking employee records, survey responses and performance data. Explain what is collected, why it is used and who can access it. De-identification and sensible reporting thresholds protect individuals while still giving executives useful insight.

Account For Adoption And Context

Training impact depends on whether employees can use what they learned. Measure adoption through indicators such as tool usage, process compliance, coaching frequency, completion of practice activities or the quality of work samples. A learning burst viewed on a phone during a commute may show reach, but application requires time, access and reinforcement after the burst ends.

Local working conditions should be visible in the analysis. A programme delivered to teams across Brisbane, Perth and regional areas may encounter different roster patterns, connectivity constraints and manager availability. Flexible delivery can help, yet it should not be treated as evidence of effectiveness by itself. Examine whether each group had a fair opportunity to practise and receive feedback.

Consider industrial and safety requirements where relevant. Training connected to work health and safety, privacy, financial services or regulated professional practice may require documented competence, refresher cycles and clear records. The audit should distinguish mandatory completion from genuine capability, since compliance evidence alone can overstate business value.

Present Findings In Executive Language

Business leaders need a concise story supported by inspectable evidence. Lead with the decision, the result and the level of confidence. State what changed, for whom, over what period and how much of that change can reasonably be associated with the programme. Avoid presenting correlation as causation or converting every improvement into a precise dollar figure.

A useful executive report can show investment, reach, adoption, capability movement, operational outcomes, risks and recommended funding choices. Include a short explanation of the measurement method and the limitations. A warehouse manager may need a practical dashboard, while a board or CFO may focus on cost per participant, avoided loss and the strength of the evidence.

The business case becomes stronger when learning measures are connected to financial and strategic priorities. Guidance on the learning analytics business case can support this translation, particularly when leaders need to understand why better measurement is itself an investment rather than an administrative exercise.

A credible audit is an evidence-led conversation about performance, not a defence of the training team. It tests whether people adopted the capability, whether the workplace enabled its use and whether the resulting change mattered to the organisation. The key point to remember is simple: leaders trust training impact when the evidence links learning, behaviour and business outcomes with honesty about what can and cannot be proven.

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.