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

How to create a learning experience map for complex job roles

Complex roles rarely fail because people lack courses. They fail at handoffs: a nurse coordinator moves from clinical judgement to staff supervision, while an operations lead shifts between frontline decisions, client conversations and compliance reporting. A learning experience map makes those transitions visible by tracing what people must notice, decide and do at work.

The map is not a curriculum diagram. It is a working model of performance, supported by formal learning, coaching, workflow design and manager reinforcement. Used well, it connects capability to business outcomes and forecasts adoption rather than treating attendance as impact.

Frame the role around work and risk

Begin with one role, one business outcome and the situations that create risk. Define what the organisation needs this person to do differently, then identify the decisions that shape safety, service, cost or compliance. A useful boundary might be “resolve escalated client issues” rather than the broad label “senior account manager”.

For distributed teams in Sydney, Melbourne, Brisbane and regional NSW, design for shift patterns, travel and hybrid work rather than assuming everyone can attend a central classroom. A learning burst between shifts may work better than a full-day workshop, while regional participants may need protected time and locally relevant examples.

Work with HR to check how the Fair Work Act 2009, relevant modern awards and enterprise agreements affect training time, leave, notice and rosters. Requirements vary, so record constraints rather than generalise them. Patterns from Dave's client organisations can help identify role challenges, while interviews confirm which pressures matter most.

Trace the performance journey

Observe work before proposing solutions. Interview incumbents, shadow a shift or client call, inspect templates and follow a task from request to approval. Capture the trigger, the judgement required, the expected action, the evidence produced and the consequence if quality slips. This creates a decision chain grounded in observable performance rather than a list of generic competencies.

Break the chain into meaningful moments: preparation, routine delivery, difficult conversations, exceptions and handovers. For each moment, note the error that could occur, the support currently available and the business impact. This also reveals where a better workflow or clearer job aid may outperform additional training.

Australian workplaces often combine TAFE-qualified technicians, engineers and experienced operators whose work methods differ. For technical roles, recognition of prior learning and nationally recognised vocational qualifications can shape the journey. Ask learners which credentials they already hold, then design practice around the actual task rather than forcing everyone into the same starting point.

Build the learning ecosystem

Design support around each performance moment. Specify the required behaviour, the best response, where work happens, what practice is needed and what evidence will show transfer. Formal modules can establish a shared model, but simulations, job aids, peer discussion and manager prompts often determine whether that model survives a busy week.

The employee journey can include:

Before work: review a short scenario, identify constraints and set a personal readiness goal.
During work: use an in-context prompt, decision guide or live coaching at the point of need.
After work: compare the outcome with the standard, capture learning and plan one adjustment.
Across roles: rehearse handovers with the adjacent team so information survives a shift change.
Under pressure: practise escalation, ambiguity and recovery using realistic Australian workplace scenarios.

Managers and peers enable that journey by:

Setting the standard: model the desired behaviour and explain why it matters.
Creating space: protect time for practice, reflection and follow-up without disrupting coverage.
Asking better questions: prompt reflection instead of supplying the answer at the first sign of difficulty.
Giving feedback: connect specific choices to the standard while the work is still fresh.
Reinforcing transfer: recognise use of the new behaviour and share useful examples across teams.

For a multilingual and geographically dispersed workforce, make resources accessible on mobile devices, with captions, transcripts, clear-language summaries and printable job aids. These choices suit people revising during a commute or between site visits and reduce barriers to participation.

Pilot, measure and refine

Pilot the map on one workflow, one location or team and one difficult performance moment. Keep the business problem fixed, but vary the learning support. Compare adoption and performance across cohorts, observe work and ask learners what they used, ignored or adapted. A small, evidence-based pilot is more useful than a polished rollout based on assumptions.

Measure both leading and lagging indicators. Leading measures might include confidence, demonstrated judgement, use of job aids and manager reinforcement; lagging measures might include fewer escalations, shorter resolution times, stronger safety compliance or improved client outcomes. Dave Basarab's Predictive Evaluation methodology can help forecast adoption, trace impact and connect learning investment to results rather than waiting for a distant ROI figure.

Review results with learners, managers and data owners regularly. Protect privacy, document which assumptions were disproved and update the map as systems, regulations or roles change. Version the map so reviewers can distinguish a change in performance from a change in the learning design.

Compare options and set the next step

Once the pilot shows where performance changes, compare delivery approaches against the mapped risk, time available, learner mix and evidence required.

Approach	Best fit	Advantage	Watchpoint
Blended course	Large, consistent knowledge needs	Shared standard	May miss context-specific judgement
Learning burst with workflow support	A defined task or difficult moment	Practice close to work	Needs strong manager follow-up
Coaching and peer pathway	Complex judgement and varied experience	Builds judgement through cases	Time intensive and harder to scale
Work-based credential pathway	Technical roles with prior learning	Links capability to portable qualifications	Administration can outweigh immediate needs

The next step is a 60-minute mapping workshop with the business sponsor, a frontline specialist and the people manager, using one real workflow to produce the first decision-and-support chain.

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.