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

Designing training for a multi-generational Australian workforce

Australian workplaces bring together people who began their careers before email, employees who entered through digital-first roles, and newer workers who expect learning to be available on demand. Age is only one factor. Career stage, cultural background, confidence with technology, accessibility needs and previous experiences of education also shape how people learn.

A useful training strategy avoids assumptions such as “older employees prefer classrooms” or “younger employees only want mobile content”. Individuals within the same generation can have very different preferences. The goal is to create enough choice, relevance and support for employees to reach the same performance standard through suitable pathways.

This matters across Sydney and Melbourne head offices, regional businesses, healthcare networks, public services and organisations with FIFO teams in Western Australia and Queensland. A programme designed for a single office and a predictable nine-to-five schedule may exclude workers dealing with shift patterns, long commutes, limited connectivity or customer-facing responsibilities.

The strongest approach connects employee capability with operational outcomes. It combines sound instructional design, leadership support and practical measurement, so learning is treated as a business system rather than a once-a-year event.

Workforce consideration	Effective design response	Risk if ignored
Different digital confidence	Offer guided practice and optional support	Frustration or withdrawal
Varied career stages	Use role-based examples and peer learning	Irrelevant content
Hybrid, shift and FIFO work	Provide flexible, mobile-friendly access	Uneven participation
Different accessibility needs	Apply inclusive and accessible design	Exclusion and compliance concerns
Mixed prior knowledge	Use diagnostics and learning pathways	Repetition for some, gaps for others

Start with capability, not age

Begin with the business capability employees must demonstrate. A sales team may need stronger customer conversations, while a manufacturing workforce may need safer handovers or more reliable equipment checks. Define observable behaviours before selecting a platform, format or facilitator.

Use a short diagnostic to identify current knowledge, confidence and job context. It can include scenario questions, manager observations and self-assessment. This prevents training from becoming a generational stereotype and allows experienced employees to bypass basic material while newer employees receive the foundations they need.

Create flexible learning pathways

A blended programme can include a live workshop, concise digital lessons, job aids, coached practice and follow-up conversations. Employees can encounter the same core message in different ways, with repetition built into the workflow rather than left to personal motivation.

Learning bursts are particularly useful for busy Australian teams. A five-minute scenario before a shift, a downloadable checklist for field work or a short video followed by a team discussion can reinforce learning without demanding a full day away from operations. Keep essential content accessible on mobile devices, while offering printable or facilitator-led alternatives where screens are impractical.

Make technology supportive and accessible

Technology should reduce friction, not test digital confidence. Use clear navigation, captions, transcripts, readable contrast and plain English. Allow adequate time for activities and provide a named support contact. These practices help employees with disability and align with the broader expectations created by the Disability Discrimination Act 1992 and accessible workplace standards.

Do not assume every employee has uninterrupted home broadband or a private workspace. Regional workers, field technicians and FIFO employees may need downloadable resources or offline options. In Australian offices, a hybrid session also needs careful facilitation so people joining from Brisbane, Adelaide or Perth are not treated as observers while the room receives the real experience.

Turn experience into a learning asset

Experienced employees hold valuable operational knowledge, including customer judgement, safety awareness and practical workarounds. Invite them to contribute examples, demonstrate processes or mentor colleagues, while checking that established habits still reflect current policy and evidence.

Reverse mentoring can give newer employees a structured way to share digital methods, emerging customer expectations or contemporary perspectives on inclusion. Pairing people across career stages should be voluntary and supported by clear objectives. It becomes more effective when managers recognise contribution rather than treating knowledge sharing as unpaid extra work.

Connect learning with workplace culture

Training will not transfer if leaders praise a new behaviour but reward the old one. Managers should model the expected practice, discuss it in one-to-ones and make time for employees to apply it. This is especially important after restructures, acquisitions or major technology changes, when staff may be uncertain about whose methods and values will prevail.

For organisations combining teams after an acquisition, post-merger culture support can help align language, expectations and collaboration habits. A learning consultant can uncover cultural differences before they become performance problems and design shared experiences that respect local team identity.

Measure adoption and business impact

Attendance is a weak indicator of success. Track whether employees access the learning, complete key practice, use the target behaviour and produce better results. Measures might include safety observations, customer resolution time, quality errors, internal mobility or manager-rated proficiency.

A predictive approach can help leaders estimate likely adoption and value before committing a larger budget. Predictive analytics can connect participation patterns and workplace conditions with expected business outcomes, giving decision-makers a stronger basis for investment.

Practical design priorities

Map capabilities and performance outcomes before choosing delivery methods.
Offer classroom, virtual, mobile and printable options where the role requires them.
Use real Australian workplace scenarios, including safety, privacy and customer interactions.
Give managers simple coaching prompts and time to reinforce new behaviours.
Build accessibility into design from the beginning rather than adding adjustments later.
Monitor adoption, behaviour change and business measures together.
Review feedback by role, location and work pattern without making age-based assumptions.

A learning partner such as Dave Basarab Consulting can help connect enterprise learning strategy, instructional design, leadership development and evaluation into one coherent approach. The emphasis should remain on practical performance: what employees can do, how consistently they do it and what the organisation gains.

The central principle is simple: design for difference without designing people into boxes. When training offers relevant practice, flexible access, respectful collaboration and measurable support, employees at every career stage can contribute more confidently. What readers should remember is that a multi-generational workforce does not need separate standards; it needs inclusive pathways to shared capability.

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.