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

Training That Connects Strategy With Execution

A training programme earns its place when people use what they learn to make better decisions, perform critical tasks and deliver measurable business outcomes. Many organisations, however, still treat learning as an activity separate from the operating plan. Attendance is recorded, satisfaction is surveyed, and certificates are issued, while the strategic priorities remain unchanged.

The gap usually appears between intention and behaviour. Leaders may want faster customer response, safer field operations or stronger commercial discipline, yet employees receive broad content that does not show what to do differently on Monday morning. Effective capability building turns strategic aims into practical actions, workplace support and observable performance standards.

For Australian organisations, context matters. A programme for a mining workforce in Perth may need to accommodate fly-in fly-out rosters, while a national business must support people across Sydney, Brisbane and regional locations. Australian English, local examples and a direct “show me how this helps” attitude can influence whether learning feels relevant.

The strongest approach combines enterprise learning strategy, custom instructional design and disciplined evaluation. It begins with the business result, designs around the decisions and behaviours that drive it, and measures adoption before claiming impact. That is how training can bridge the gap between strategy and execution.

Start With The Business Result

Begin by identifying the strategic priority in operational terms. “Improve innovation” is too vague to guide a course. “Reduce product release delays by 15 per cent” creates a clearer basis for defining capability, behaviour and evidence. The same principle applies to safety, customer experience, leadership succession and productivity.

Work with business leaders and frontline managers to map the chain from result to behaviour. Ask which decisions, conversations, processes or technical tasks influence the target. Then identify the barriers: unclear authority, weak systems, limited practice, competing incentives or a lack of manager reinforcement. Training is valuable when it addresses a genuine performance constraint rather than being used as a general remedy.

Translate Strategy Into Workplace Behaviour

A learning objective should describe what a person will do in context, not simply what they will know. For example, a sales manager might need to coach using evidence from a pipeline review, while a project leader might need to escalate delivery risks early and propose a recovery plan.

Custom design makes those expectations visible through realistic scenarios, job aids, simulations and practice. A national organisation can use examples drawn from its own customer segments, systems and policies, rather than relying on generic cases from overseas. The pre-training marketing approach can also prepare participants by explaining why the change matters and what leaders expect to see afterwards.

Learning bursts, manager toolkits and follow-up activities help transfer the capability into daily work. For a dispersed Australian workforce, short mobile resources may suit regional staff or FIFO teams better than a single classroom event. The format should follow the work pattern, not the preferences of the training department.

Design For Adoption Before Delivery

Adoption is shaped before the course begins. Participants need a clear reason to invest their attention, confidence that the content applies to their role and enough time to practise. Managers need guidance on how to reinforce the new behaviour during team meetings, one-to-ones and performance conversations.

Build a transfer plan alongside the learning experience. It might include a manager briefing, pre-work, peer commitments, prompts embedded in workflow and a 30-day application task. In Australia, where teams may include office-based employees, site workers and contractors, the plan should allow for different access conditions and communication habits.

Training delivery should also reflect the culture of the organisation. A straightforward tone often works well with Australian teams, particularly when facilitators respect operational expertise and avoid overselling the programme. Calling a practical exercise a “try-out” or “toolbox session” may create more engagement than presenting it as a highly theoretical intervention.

Measure The Path To Business Impact

Evaluation should be designed before launch, with a baseline for the current state. Define the adoption measures first: participation, completion, confidence, use of tools, manager observations and frequency of the target behaviour. Then connect these indicators to operational measures such as cycle time, rework, incidents, retention or customer complaints.

Predictive Evaluation helps organisations estimate whether a programme is likely to be adopted and produce value, rather than waiting until the end to discover that it missed the mark. An adoption dashboard can bring participation, behaviour and business indicators together for leaders who need an early view of progress.

Use comparison points where practical, such as pilot and non-pilot teams, pre- and post-programme results or manager-rated performance trends. Avoid claiming that training caused every improvement. A credible evaluation explains the contribution of learning alongside changes in technology, staffing, process and market conditions.

Make The Operating Model Reinforce Learning

Training cannot compensate for systems that reward the old way of working. Before launch, check whether policies, targets, workflows and leadership messages support the behaviour being taught. If managers are told to coach while their schedules measure only short-term output, transfer will be fragile.

Ownership should be shared across learning, business leaders and line managers. The learning team provides design expertise and evidence; leaders set direction and remove barriers; managers create opportunities to apply the skill. This operating model turns a course into a sustained capability initiative.

Practical Design Priorities

Define the business outcome and baseline before writing learning content.
Convert strategic priorities into observable workplace behaviours.
Use realistic Australian scenarios, language and operating conditions.
Prepare managers to reinforce learning through daily work.
Track adoption signals before measuring longer-term business impact.
Review systems and incentives that may undermine the desired behaviour.

The most useful first move is to select one priority initiative, interview its business owner and frontline managers, and document the result, behaviours, barriers and baseline measures on a single page.

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.