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

Making Training Adoption Visible in Performance Reviews

Training often fails to create value because attendance is treated as the finish line. An employee may complete a workshop, pass a knowledge check and still return to familiar habits. Performance reviews provide a practical point for checking whether learning has become observable workplace behaviour.

For Australian organisations, this connection matters across very different operating environments. A Brisbane contact centre, a mining operation in Western Australia and a Melbourne professional services firm may need different evidence of capability, yet each can link development activity with job performance.

Training adoption metrics make that link clearer. They show whether employees are using a new process, applying a skill consistently and producing the intended business outcome. When these measures are included in regular check-ins, learning becomes part of performance management rather than a separate HR activity.

The approach should remain developmental, fair and specific. Managers need evidence they can observe, employees need expectations they can understand, and learning teams need data that explains what is helping or obstructing adoption.

Metric	What it reveals	Performance review use
Practice frequency	Whether a new behaviour is being used	Discuss consistency and barriers
Quality or accuracy	Whether the skill is applied correctly	Review standards and coaching needs
Time to proficiency	How quickly capability becomes reliable	Set realistic development milestones
Manager observation	Whether behaviour appears in daily work	Ground feedback in examples
Business outcome	Whether adoption supports results	Connect learning with team objectives

Define adoption as workplace behaviour

The first step is to describe what successful application looks like after training. “Completed leadership training” is an activity measure. “Holds fortnightly one-to-one conversations using the agreed coaching framework” is an adoption measure that a manager can observe and discuss.

Useful definitions usually include a behaviour, a context, a frequency and a quality standard. A warehouse supervisor might be expected to use a new safety conversation process during pre-start meetings. A sales consultant could be expected to apply a discovery question set in qualified customer calls.

This level of precision avoids vague review comments such as “needs to use the training more”. It also supports a durable learning strategy, because expectations remain connected to business priorities even when a senior leader or operating model changes.

Select measures managers can actually use

A small set of indicators is more useful than a complicated dashboard. Choose measures that fit existing workflows, such as quality audits, customer feedback, project milestones, safety observations or CRM records. Avoid asking managers to create a second reporting system solely for learning.

A balanced scorecard can combine leading and lagging evidence. Practice frequency and manager observation indicate whether adoption is developing, while customer retention, rework, productivity or incident rates may show whether the change is producing value. The latter should be interpreted carefully, since many factors influence business results.

For example, a national retailer with teams in Sydney, Adelaide and regional New South Wales may track the use of a new rostering process, schedule accuracy and unplanned overtime. The measures should reflect local operating realities without creating different standards that make comparisons unreliable.

Build metrics into review conversations

Performance reviews should contain a short section for capability application, rather than treating training as a catalogue of completed courses. Managers can refer to agreed behaviours, recent examples and evidence gathered since the last check-in.

A useful conversation covers three points: what the employee is applying, what result is visible and what is getting in the way. The barrier may be an unclear process, limited system access, competing priorities or insufficient practice. This prevents adoption data from becoming a simplistic judgement about motivation.

Evidence managers can bring

A direct observation from a team meeting, customer interaction or site visit
A work sample, quality result or documented process check
Feedback from a colleague, customer or project stakeholder
A comparison between the agreed standard and current practice

The employee should have an opportunity to add context. Someone working remotely from Hobart may have fewer informal coaching opportunities than a colleague in a large Sydney office. A fly-in, fly-out worker may need different observation points from a metropolitan team member. Consistent standards still allow for relevant evidence and practical support.

Connect adoption with development plans

Metrics should lead to a useful next step. If an employee is applying a new skill inconsistently, the response might be a practice assignment, peer observation or targeted coaching. If adoption is strong but results remain weak, the organisation may need to examine the process, technology, workload or customer offer rather than repeat the course.

Development plans can include a target behaviour, evidence source, review date and support owner. For example, a frontline manager might commit to using a structured feedback model in four team conversations over six weeks, with their manager observing two conversations and reviewing employee pulse feedback.

Practical design principles

Set a baseline before training or immediately after it
Use the same behavioural definition across comparable roles
Review progress at regular one-to-one meetings
Record barriers separately from capability gaps
Adjust support when evidence shows that the intervention is not working

This approach is especially valuable in technical workforces, where soft skills can be harder to observe than technical output. Guidance on measuring soft skills adoption can help organisations translate behaviours such as collaboration, coaching and communication into observable indicators.

Govern the data fairly

Training adoption metrics should support better conversations, not create hidden surveillance. Employees need to know which behaviours are being measured, why the information matters and how it will influence development or performance decisions.

Avoid using a single metric as proof of individual effectiveness. A customer satisfaction score, for instance, can be affected by pricing, wait times, product availability and seasonal demand. Combine quantitative data with manager observation and employee context, and check whether the measure is applied consistently across locations and roles.

Leaders should also review whether the measurement system itself is producing useful insight. If managers record attendance but cannot describe changed behaviour, the organisation has an activity report rather than an adoption measure. If data is gathered but never discussed, employees will reasonably treat it as administrative noise.

When learning evidence is connected to fair performance conversations, organisations gain a clearer view of capability, support needs and business impact. The key point to remember is simple: training creates value when the expected behaviour is visible, supported and linked to meaningful work results.

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.