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 Training Scoreboard That Aligns with Quarterly Business Reviews

A training scoreboard turns learning activity into a business conversation. Rather than reporting attendance, course completions and satisfaction in isolation, it shows whether employees are applying new capability and whether that capability is supporting quarterly priorities.

For Australian organisations, this connection matters across different operating environments: a Sydney office, a Melbourne service team, a mining workforce in Western Australia and remote employees in regional Queensland may all experience the same programme differently. A useful scoreboard gives leaders a shared view without hiding those local realities.

Start with business outcomes

Begin with the questions already raised in the quarterly business review. These may relate to customer retention, sales conversion, safety incidents, productivity, quality or time to competence. Training measures should explain how learning contributes to those outcomes, rather than create a parallel reporting system.

For example, if a bank is focused on reducing complaints, the scoreboard might track frontline coaching completion, correct use of a conversation framework, quality assurance scores and complaint resolution time. Each measure should have an owner, a baseline and a review period that matches the business cycle.

It also helps to define the decisions the scoreboard will support. Executives may need to decide whether to scale a programme, change the content, provide manager reinforcement or stop investing in an ineffective intervention.

Select measures that show movement

A balanced set of indicators usually includes leading measures, behaviour measures and business results. Completion rates can show reach, but they do not prove that employees can perform differently at work. Observation, manager check-ins, workflow data and operational results add the missing context.

The five learning metrics can help learning teams move beyond activity reporting. Select only measures that relate to the business priority, and avoid filling the scoreboard with every available data point.

For an Australian workforce, measurement may need to account for shift patterns, award requirements, travel between sites and seasonal peaks. A “30-day application rate” may be more meaningful than a completion percentage when employees work fly-in fly-out rosters or serve customers during holiday surges.

Design the scoreboard for quarterly decisions

A QBR-ready dashboard should be readable in a few minutes. Put the strategic objective at the top, followed by a small number of measures, current performance, target performance, trend and commentary. Use plain language so a finance leader, operations manager and learning adviser interpret the information consistently.

Business priority	Learning signal	Behaviour signal	Business result	QBR decision
Reduce customer complaints	92% capability assessment pass rate	68% of sampled calls use the service framework	Complaints down 11%	Expand coaching to regional teams
Improve sales conversion	84% completion and practice rate	Managers report weekly use of discovery questions	Conversion up 6%	Retain programme and refine examples
Lift safety performance	97% participation in scenario practice	Correct escalation improves from 61% to 79%	Recordable incidents down 8%	Continue reinforcement at high-risk sites

Show variance without blaming learners. A low adoption score may reflect limited manager support, poor system access, competing workload or content that does not fit the job. The scoreboard should prompt investigation, not create a simplistic league table between teams.

Use a consistent reporting cut-off before each quarterly meeting. That gives data owners time to validate figures and allows leaders to review the story rather than spend the meeting debating whether the numbers are accurate.

Add evidence that leaders can trust

Learning data becomes credible when it combines system records with practical evidence from the workplace. Keep the collection method proportionate: a short manager observation, a sample of quality records or a targeted employee pulse may be enough to test adoption.

Useful evidence sources include:

Learning management system completion and assessment records
Manager observations or structured coaching notes
Customer, quality, safety or productivity dashboards
Employee confidence and barrier surveys

A scoreboard should also make limitations visible. If a result is based on a small regional sample, label it clearly. If business performance is influenced by pricing, staffing or market conditions, avoid claiming that training alone caused the movement.

For instance, a comparison with a live roulette tournament can illustrate the danger of relying on a single visible outcome: a result may look impressive while the underlying process remains unpredictable. That useful measurement analogy reinforces why training evaluation needs repeated evidence, not one dramatic data point.

Connect design, reinforcement and ROI

Scoreboard findings should feed back into the learning solution. If employees understand the content but do not apply it, the response may involve manager toolkits, workflow prompts, practice sessions or changes to performance expectations. If a capability measure improves while business results remain flat, examine whether the selected behaviour is truly connected to the target outcome.

Custom development should begin with the required performance and the conditions around it. The design and delivery methods can support a more deliberate connection between business need, learning experience and workplace application.

Track financial value carefully. A simple ROI estimate can compare verified benefits, such as reduced rework or faster onboarding, with programme costs. Where financial attribution is uncertain, report contribution through a chain of evidence rather than presenting a false level of precision.

Establish a repeatable quarterly rhythm

Assign one accountable owner for each measure and document definitions in a shared data dictionary. “Adoption” might mean a manager has observed a behaviour twice, while “completion” may mean passing an assessment. Precise definitions prevent different business units from reporting incompatible figures.

A practical rhythm could include monthly data checks, a six-week adoption review and a formal quarterly discussion. Teams in Brisbane, Perth and Adelaide may have different operational calendars, so the reporting window should be agreed in advance rather than assumed to fit every site.

Use the QBR to record decisions, owners and due dates. The next scoreboard should show whether those actions changed adoption, capability or business performance. Over time, this creates an evidence trail that supports better prioritisation and stronger investment decisions.

The essential principle is simple: a training scoreboard should show what people learned, what they changed at work and which business results moved. When those links are clear, quarterly business reviews can treat learning as a performance lever rather than a set of disconnected activity figures.

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.