Your Chief Virtual Learning Architect

Learning to Performance

Read More
Custom Design & Delivery

Read More
Predictive Evaluation

Read More
Enterprise Learning Strategy

Read More

› ‹

1
2
3
4

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 Integrate Predictive Evaluation into Annual L&D Planning

Annual learning and development planning often starts with a catalogue of courses, a provisional budget and a list of capability gaps. Predictive Evaluation changes the sequence. It asks what the organisation needs people to do differently, which learning interventions are most likely to produce that change, and how the evidence will be collected before delivery begins.

For Australian employers, this approach is especially useful when teams operate across Sydney, Melbourne, Brisbane, Perth and regional locations. A plan must account for hybrid work, FIFO rosters, state-based operating conditions and the practical limits of releasing people from customer-facing or frontline roles. Forecasting value early helps L&D make sound choices before funds and calendars are locked in.

Start With Business Outcomes

Begin the planning cycle with the business priorities that learning is expected to support. These might include reducing safety incidents at a Queensland site, improving sales conversion in a national retail network, shortening time to competence for apprentices, or preparing leaders to manage a restructure.

Translate each priority into observable workplace behaviours and performance measures. For example, “develop stronger leaders” is too broad for reliable evaluation. “Increase the frequency of effective performance conversations recorded by line managers” gives the L&D team a clearer adoption target and a practical basis for measuring impact.

This step also creates a stronger basis for investment decisions. A well-structured business case framework can help connect capability initiatives with operational results, risk management and financial priorities rather than treating training as an isolated cost centre.

Place Predictive Evaluation In The Annual Calendar

Predictive Evaluation should be built into the annual L&D operating rhythm, not added after a programme has been approved. During the first planning quarter, identify strategic outcomes, affected populations, baseline data and likely constraints. During budget development, compare intervention options and forecast their adoption, impact and return.

Before procurement or design begins, define the assumptions behind the forecast. Consider manager support, workload, technology access, learner motivation, reinforcement and the time required to apply new skills. A short compliance module may achieve high completion but limited behaviour change if supervisors never reinforce it.

Schedule review points after launch rather than waiting for an end-of-year report. A 30-day adoption check, a 90-day performance review and a later business-impact assessment can reveal whether the original forecast remains credible. This gives Australian L&D teams room to adjust delivery across financial-year planning cycles and changing operational demands.

Combine Data With Practical Judgement

A useful evaluation forecast draws on several evidence sources. Historical completion and performance data can establish a starting point, while manager interviews, learner surveys and operational reports add context. Workforce segmentation is important too: a programme may work well for office-based staff in Melbourne but require different support for mobile technicians or FIFO employees in Western Australia.

Use a simple logic chain to connect the intervention with value: learning experience, capability gain, workplace application, operational outcome and financial effect. Assign confidence levels to each link. This prevents false precision and makes uncertainty visible to executives approving the plan.

Predictive Evaluation is not a promise that every result can be forecast exactly. It is a disciplined way to test assumptions, prioritise measurement effort and make better decisions when evidence is incomplete. It also helps L&D distinguish between a delivery problem and a workplace condition that training cannot solve.

Align Vendors, Design And Adoption

External providers can add specialist expertise, but vendor programmes should fit the organisation’s capability strategy, language, systems and performance expectations. Before signing an agreement, clarify who owns learner data, what follow-up support is included and how outcomes will be assessed. This is particularly important where procurement teams manage national panels while business units operate with different needs.

Practical guidance on aligning vendor training can help teams assess whether an external course supports the broader learning architecture. The same test applies to internally developed content: every module should have a defined audience, expected behaviour and evidence plan.

Design the adoption conditions alongside the learning asset. Provide managers with conversation guides, build practice into team meetings and make job aids available at the point of need. For distributed workforces, consider low-bandwidth access, mobile delivery and asynchronous options rather than assuming everyone can attend a live session during standard business hours.

Practical Planning Recommendations

Include the following actions in the annual L&D planning process:

Map each major learning investment to a business outcome and observable workplace behaviour.
Capture baseline measures before delivery, including performance, quality, safety, retention or customer indicators.
Forecast adoption by considering manager sponsorship, time, technology, incentives and operational workload.
Segment assumptions for metropolitan, regional, remote, hybrid and FIFO workforces.
Agree on 30-day, 90-day and longer-term review points with business stakeholders.
Use confidence ratings to show which predicted results are strongly supported and which need testing.
Reserve budget for reinforcement, measurement and course correction, not just initial delivery.

A catalogue review can support this process by showing where existing assets may be reused, refreshed or retired. Reviewing sample learning courses may also help stakeholders see how content style and delivery format can be matched to the capability outcome rather than selected solely on topic popularity.

Turn Forecasts Into Annual Decisions

At each planning checkpoint, compare predicted value with delivery cost, implementation effort and organisational readiness. A technically excellent programme may deserve a lower priority if managers cannot support application, while a modest learning burst may be valuable when it addresses an immediate performance barrier.

Present forecasts in language that different stakeholders can use. Executives need a clear investment rationale, operational leaders need to understand the effect on workflow, and facilitators need specific adoption conditions. Keep the underlying assumptions visible so that new evidence can improve the plan instead of quietly invalidating it.

The practical takeaway is to make every significant L&D investment carry a forecast, a measurable behaviour, an adoption owner and a scheduled evidence review before it enters the annual budget.

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.