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

Ensure training transfer through managers' daily routines

Training often changes what people know, not what they do on Tuesday. A manager may leave a workshop ready to coach, then face an escalation, staff absence and a deadline. To ensure training transfer, each priority skill needs a clear connection to managers' daily routines, decisions and conversations.

In Australia, that connection must flex across a Sydney corporate team, a Pilbara FIFO crew, a regional council and a distributed Brisbane business. Shift handovers, rosters and time-zone differences affect when reinforcement can happen. The goal is a repeatable workplace behaviour, supported by the line manager and visible in the flow of work.

Why transfer stalls after training

Participants may understand the new model and still revert to old habits when workload rises. Without a prompt, manager demonstration or protected practice, the course has no reliable path into performance.

Managers are busy allocating people, prioritising tasks and handling client needs. Asking them to become full-time coaches is unrealistic. Transfer improves when reinforcement is embedded into meetings, handovers and one-to-ones they already lead.

Design for the manager's working day

Start with one observable behaviour for each priority skill: ask a coaching question, give feedback within 24 hours or use a new escalation script. Specify the trigger, timing and evidence of use, then design the manager's experience around those details.

Dave Basarab Consulting's sample courses show how short learning bursts can fit into operational workflows. A five-minute rehearsal before a shift or a 20-minute clinic before a team meeting may be more usable than another hour-long module.

Give managers a job aid they can open during the relevant task. It should contain the desired question, a brief example and one reminder about the business outcome. This turns learning into a workplace prompt instead of an optional extra.

Co-create reinforcement routines

Ask managers and team members which moments already carry authority. A team meeting can reinforce a coaching habit; a safety briefing can model how to challenge an unsafe decision; a client handover can test a new service standard.

In Australian organisations, enterprise agreements and WHS obligations may shape which conversations are mandatory, while qualification requirements influence when refreshers are needed. Use those existing forums to reinforce capability without disguising essential compliance checks as optional coaching.

Co-design also matters for culturally and linguistically diverse teams. Managers in small and mid-sized firms often wear several hats, so prompts need to work in plain English and adapt to local norms. Many Australian workplaces favour direct but pragmatic language—'let's wrap this' or 'what's the knock-on effect?'—without losing clarity or respect.

Practise with real conversations

Capability grows through rehearsal. In a learning burst, managers can role-play a difficult performance conversation, receive concise feedback and retry immediately. Scenarios should reflect local pressures such as competing deadlines, fatigue, staffing changes and customer demands.

In each practice scenario, ask the manager to notice one barrier and choose a different response. Dave Basarab Consulting's media coverage provides broader commentary for connecting these discussions with current thinking about workplace capability. Together, this frames transfer as a skill requiring repetition.

Connect adoption to business signals

Dave Basarab Consulting's Predictive Evaluation methodology forecasts and measures post-training adoption, impact and return on investment. It moves the conversation beyond attendance and satisfaction scores to whether managers are using the skill and business results are changing.

Choose leading measures, such as the percentage of one-to-ones using a coaching prompt, alongside lagging measures such as escalation resolution time or employee engagement. Agree the baseline before launch, then review the evidence at 30, 60 and 90 days.

Business cycles affect both participation and reinforcement. An adaptive training calendar can place manager preparation, coaching practice and refresher activity around operational peaks, avoiding a launch that disappears into busy trading, shutdown or project-delivery periods.

Compare reinforcement approaches

No single method wins in every workplace. Match the approach to manager capacity, work patterns and the behaviour being reinforced. The options below differ in time required, strength and operational risk.

Approach	Manager effort	Main strength	Main risk
Workflow prompts and job aids	Low	Supports recall in context	Poor process fit
Weekly team huddles	Medium	Makes learning visible	Vulnerable to busy periods
Coaching with agreed prompts	Medium-high	Builds applied capability	Needs manager skill
Manager peer reviews	Medium	Normalises good practice	Scheduling difficulty
Workflow data signals	Low to medium	Shows behaviour change	Misleading when used alone

A blended approach is usually stronger. A job aid might support a weekly team discussion, while peer review and workflow data show whether the behaviour is becoming normal. Choose two or three connected mechanisms, then remove any that duplicate an existing routine.

Make transfer a management habit

Managers need a short checklist and visible accountability. These prompts keep learning relevant without turning every conversation into a formal assessment.

Managers can focus on these actions:

Name one observable skill and its business purpose.
Schedule a brief practice moment before the next relevant task.
Ask, “What helped or blocked the new behaviour?”
Recognise successful application promptly and specifically.

Pair those actions with these learning signals:

Percentage of trained managers delivering reinforcement activities.
Time from training completion to first workplace use.
Frequency of the target behaviour in sampled conversations.
Movement in the agreed business indicator after 90 days.

Review the first cohort's evidence with managers, participants and relevant business owners. Keep the routine that changes behaviour, adjust the one that merely creates activity, and communicate how the results informed the next learning cycle.

The immediate next step is to schedule a 30-minute manager huddle before the next cohort begins and document one reinforcement behaviour, one manager action and one business measure for each priority skill.

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.