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 learning strategy that develops people and teams together

Many Australian organisations still treat learning as a personal benefit rather than a business system. When budgets tighten, executives ask what training actually delivers, and the answer is often a course list rather than evidence of changed behaviour. A modern learning strategy needs to grow the individual capabilities employees need for their next role while strengthening their team's ability to perform. Both must move together to affect outcomes that matter.

Pressure to get this right has intensified. Persistent skill shortages in mining, health, and tech mean employers from Perth to Brisbane invest in upskilling rather than poaching talent. Hybrid and remote arrangements, now standard in Sydney and Melbourne offices, mean the old lunchroom learning no longer happens by accident. Strategy has to replace chance.

Effective programs start with a clear link between workforce capability and commercial goals. Dave Basarab Consulting works with leadership teams across Australia to build that bridge, moving from scattered training calendars to deliberate capability building. This article outlines the practical moves that make both individual growth and team performance possible from one program.

Diagnose capability gaps at two levels

Most capability reviews stop at the individual level. Teams have capability too: shared routines, decision-making habits, and the unwritten rules that govern how work flows through a customer service desk in Adelaide or a hospital team in Darwin. Both views are needed before designing any program.

Ask two questions alongside each other. What does this person need to know, do, and become? What does this team need to do together that no individual could do alone? The first drives personal development plans. The second drives team rituals, simulations, and shared problem-solving. Treat both as non-negotiable design inputs.

Design learning journeys, not just events

A single workshop rarely changes anything. Australian organisations that report strong returns from learning sequence short, recurring experiences over months rather than days. A learning journey pairs microlearning bursts with workplace assignments, manager conversations, and reflection prompts. It uses the cadence of the working week rather than fighting it.

Designers should also avoid generic content. Writing custom training scenarios drawn from the client's own operations produces far stronger recall than off-the-shelf case studies. When a finance team in Canberra recognises its own approval workflow in a scenario, learning stops feeling theoretical and starts feeling useful.

Build in manager and peer reinforcement

Even the best-designed program fails without reinforcement. Managers are the single biggest influence on whether new skills get used, and in many workplaces the immediate manager decides what gets prioritised on a Monday morning. Equip them with short coaching scripts, observation checklists, and questions for their weekly one-on-ones.

Peer reinforcement matters just as much. Pilot programs in regional NSW councils have shown that team-based practice sessions, where colleagues rehearse a difficult conversation together, lift confidence faster than solo e-learning. Build time for peers to practise, debrief, and hold each other accountable within the program itself, not as an optional add-on.

Connect learning to business metrics that matter

L&D teams earn credibility when they speak the language of the executive. That usually means linking learning to safety incidents under model WHS laws, customer satisfaction scores, sales conversion, or time-to-competency for new hires. A learning strategy that supports both should produce metrics that sit alongside these measures, not in a separate training report nobody reads.

Adoption metrics show whether people show up. Impact metrics show behaviour change. Return metrics tie both to dollars or operational outcomes. Forecasting these numbers before launch, then checking against actuals at 30, 60, and 90 days, keeps leaders honest and the program funded.

Tailor delivery for Australian workforces

Australia is not a single market, and a one-size approach struggles outside the capital cities. Shift workers in Pilbara mines learn differently from knowledge workers in Melbourne CBD. With a high proportion of workers from non-English speaking backgrounds, delivery formats must be accessible, multimodal, and sensitive to language load.

Compliance also shapes the menu. The Fair Work Act, modern awards, and the National Employment Standards all interact with how training is scheduled, paid, and recorded. A learning strategy that ignores these realities creates friction at the enrolment stage and slows adoption across the workforce.

Dimension	Individual focus	Team focus
Adoption	Completion rates, voluntary re-use, certification counts	Group attendance, frequency of team practice sessions
Effectiveness	Skill gain scores, behaviour change in role, manager observations	Collective performance, decision quality, handover reliability
Business impact	Promotion readiness, retention, internal mobility	Safety records, customer outcomes, throughput improvements
Forecasting inputs	Role profile and prior capability data	Team composition, workflow dependencies, manager capability

A strategy that scores well across both columns tends to enjoy sustained investment, because executives can see two stories running in parallel: people developing careers, and teams delivering results.

Embed learning into the flow of work

Embedding learning into the rhythm of work, rather than treating it as a separate event, is what turns training into capability. The recommendations below reflect the patterns that consistently appear in organisations where learning outcomes survive the next reorganisation.

They can be lifted directly into a learning strategy document, not filed away as inspiration. Each one addresses a failure mode that quietly kills even well-designed programs.

Pair every individual goal with one team-level objective, so they reinforce rather than compete.
Schedule learning inside existing rituals, such as fortnightly stand-ups or monthly planning sessions, rather than adding new meetings.
Train managers first with short coaching modules, so they can reinforce new skills in their next one-on-one.
Use scenarios drawn from the organisation's own work, not vendor examples, to lift relevance.
Forecast adoption, impact, and return before launch, then check against actuals at 30, 60, and 90 days.
Make compliance-linked learning a foundation, freeing the rest of the budget for growth-driving capability.

The capability an organisation builds this year becomes next year's performance. A learning strategy that takes both seriously does not treat them as competing priorities; it treats them as the same priority, viewed from two angles. When leaders, managers, and designers hold that dual lens throughout the year, learning stops being a cost centre and starts behaving like the operating system the business needs.

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.