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 evaluate the business impact of a leadership development program

Leadership programs often generate satisfied participants and polished slides, but that does not prove organisational performance has improved. A rigorous evaluation starts with the decisions leaders make, the behaviours required and the results those behaviours influence. Judge success through learning transfer, performance change and return on investment (ROI), not course completion alone.

In Australia, learning budgets often support organisations with teams in Sydney or Melbourne alongside frontline and regional colleagues. Evaluation must account for hybrid work, shift rosters and conditions in resource communities. Clear baselines and stakeholder interviews are more dependable than a post-program pulse survey alone.

Start with the business decision, not the curriculum

Begin with a specific business challenge and an executive sponsor who can act on findings. A vague statement such as managers are leaving first-line teams overloaded is not an evaluation question. A stronger version asks whether stronger delegation reduces decision delays and regrettable turnover. Translate the challenge into observable behaviour, such as setting priorities, coaching staff or escalating risks, then connect it to an organisational result.

The business case should reflect how the organisation operates. An ASX-listed company may examine decision cycle time and leadership pipeline strength, while a growing SME focuses on delivery predictability and manager retention. Public sector teams may combine capability gains with service quality. In Australian workplace conversations, fair dinkum may flag genuine concern, but evaluators still need precise questions and documented examples rather than conversational cues.

Set a baseline before participants begin and define meaningful change. Document the mechanism: coaching quality may influence engagement, which may influence retention, but each step needs evidence. This prevents strong participant reactions being presented as proof of business impact.

Design the evaluation before delivery begins

Define success measures before delivery begins. Evidence should follow a sequence: participants learn a capability, apply it with support, sustain it under work pressure and produce a measurable result. Record baseline performance, targets, data owners and review dates, rather than relying on a final-day satisfaction score.

Where practical, use a comparison group or phased rollout. Similar organisations can provide benchmarks, but differences in industry, team maturity and workforce composition matter. In Australia, explain data purpose, access and retention clearly and align handling with the Privacy Act 1988 and organisational policies.

For dispersed cohorts across capital cities and regional sites, hybrid team delivery can keep practice and feedback close to the work. Test whether access to coaching, manager reinforcement and peer practice predicts adoption. If managers cannot make space for transfer, the program may be effective in the classroom but weak in the workplace.

Compare leading and lagging evidence

Leading evidence appears early: confidence, intent, observed practice and manager support. Lagging evidence appears later: cycle time, retention, quality, safety or customer outcomes. Early signals show whether change is plausible; business results confirm whether it mattered. Neither category is sufficient alone.

Triangulation reduces the risk of a wrong conclusion. Rising engagement may reflect changes in workload, pay or leadership, while an unchanged metric can conceal gains in a critical team. Combine operational data, manager observations, employee feedback and documented examples.

Evaluation layer	Core question	Example measures	Timing
Reaction	Was the experience relevant?	Relevance, confidence, expected application	During or immediately after
Learning	Has the capability changed?	Scenario assessment, coaching rubric, skills demonstration	At completion
Behaviour	Is the capability used?	Manager observation, delegation quality, action-plan progress	At 30, 60 and 90 days
Business results	Has performance changed?	Cycle time, retention, quality, safety or engagement	Three to twelve months

Treat the layers as an evidence chain, not unrelated metrics. Agree which adoption rate would make the business case plausible and which result would trigger a decision to continue, adapt or stop. This prevents cherry-picking a favourable statistic after delivery.

Build a balanced evidence portfolio

A practical evaluation portfolio balances internal evidence with business evidence while making both traceable to the original challenge.

Leading indicators

Participant confidence in applying the target behaviour
Manager ratings of demonstrated coaching, delegation or decision quality
The percentage of participants completing applied workplace actions
Team feedback on clarity, accountability and manager support

Leading indicators are forecasts, not outcomes. A high application rate matters only if workplace performance changes and the new behaviour remains in use. Track these indicators frequently enough to intervene while manager reinforcement and coaching can still improve the result.

Business outcomes

Shorter decision or approval cycle times
Reduced rework, defects, safety events or service complaints
Lower regrettable turnover among people managers
Improved team engagement, discretionary effort or internal mobility

Segment outcome data where useful, but do not slice it until a difference appears. Seek coherent patterns across sources and time periods. Link every measure to the original decision so learning adoption remains connected to business results, rather than treating return on investment as a stand-alone calculation.

Make evaluation part of business performance

Build evaluation into quarterly performance conversations, not a one-off post-launch report. Give sponsors a short view of adoption, behaviour and result trends, then ask managers what support they need. When a result misses target, test assumptions about relevance, reinforcement and workplace conditions before blaming participants.

Forecasting lets leaders redirect resources while change develops. The Predictive Evaluation approach from Dave Basarab Consulting can estimate adoption, likely impact and the value of further intervention, providing a basis for adaptation rather than a declaration of success. Check forecasts against actual evidence and refresh them as conditions change.

The practical takeaway is to begin with one business decision, establish a baseline, forecast realistic adoption and judge leadership investment through sustained behaviour change and credible business results rather than attendance alone.

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.