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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.

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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.

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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.

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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.

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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.

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Predictive Evaluation

How to Measure Training Efficiency Without Sacrificing Effectiveness

Training teams are under pressure to deliver useful capability quickly, control costs and demonstrate commercial value. That pressure is especially visible in Australia, where dispersed workforces, skills shortages and hybrid operating models make learning delivery more complex than simply scheduling a classroom course.

Efficiency should therefore mean more than reducing course hours or increasing the number of employees trained. It should show that the right people gained relevant capability, applied it at work and contributed to measurable business outcomes. A shorter programme that produces no behaviour change is cheap activity, not efficient learning.

A sound measurement approach combines learning analytics, workplace evidence and business metrics. It gives leaders visibility over adoption, performance and return on investment while protecting the practice, coaching and reinforcement that make learning effective.

Define Efficiency Around Business Value

Begin by identifying the business problem the training is intended to address. This may involve reducing safety incidents, improving customer resolution times, lifting sales conversion or helping new leaders manage performance conversations. The desired result determines which measures matter.

For example, a compliance programme might track completion, assessment results and observed adherence to procedure. A leadership initiative may require evidence from employee engagement, turnover, team productivity and manager behaviour. Counting attendance alone gives an incomplete picture and can encourage organisations to optimise volume rather than value.

A useful measurement chain connects four stages: participation, capability, workplace application and business impact. Each stage answers a different question. Did employees engage? Can they perform the skill? Are they using it consistently? Has that use improved an important result?

Build Measurement Into Learning Design

Measurement is most reliable when planned before content development begins. Establish a baseline, define the target population and agree how success will be recognised. This could include current sales results, average handling time, error rates, quality scores or manager observations.

Learning activities should then create opportunities to produce evidence. Scenario practice, simulations, role plays and job-based assignments reveal more than a knowledge quiz. A participant may recall the correct process yet struggle to apply it during a difficult customer interaction. Observing performance closes that gap.

In a large Melbourne-based organisation, for instance, a leadership programme could combine workshops with fortnightly manager check-ins and employee pulse surveys. The design would make application visible while allowing facilitators to identify barriers such as workload, unclear authority or limited support from senior leaders.

Use Evidence Across Delivery Formats

Efficiency measurement must account for how people actually learn and work. A national organisation may have employees in Sydney, Perth and regional Queensland who cannot attend a live session at the same time. Comparing their results with classroom participants requires care because access, timing and manager support may differ.

Short digital modules, learning bursts, coaching and facilitated sessions can each serve a different purpose. Digital resources may improve reach and consistency, while practice and feedback help transfer capability into daily work. The relevant question is not which format is cheapest, but which combination produces reliable application at an acceptable cost.

Research and practical guidance on live-session measurement can help learning teams assess participation and impact when employees complete activities asynchronously. This is valuable for Australian workplaces spanning multiple time zones, field locations and roster patterns.

Improve the Measurement Process

A practical evaluation system should remain proportionate to the decision being made. A short learning burst may need a confidence check, a workplace application measure and a small sample of manager feedback. A major enterprise transformation may justify control groups, longitudinal analysis and a detailed financial model.

Use several evidence sources rather than relying on a single survey. Learner reaction can identify friction, but it does not prove capability. Assessment scores can show knowledge, but they do not confirm transfer. Operational data and observation provide stronger evidence of changed performance.

Useful practices include:

  • Set a baseline before training begins, including existing performance and business conditions.
  • Track participation and completion separately from demonstrated capability.
  • Measure workplace application at an agreed interval, such as 30, 60 or 90 days.
  • Ask managers to verify behaviour through structured observation rather than general opinion.
  • Compare results with cost, reach and time away from work to assess efficiency.
  • Record external influences, such as system changes, seasonal demand or restructuring.

Clear reporting also improves stakeholder confidence. Dashboards should distinguish leading indicators, such as practice completion and manager coaching, from lagging indicators, such as productivity or retention. This prevents early progress from being mistaken for final impact.

Compare Approaches Before Scaling

Different evaluation methods suit different levels of investment and certainty. The strongest approach is often a staged model: begin with practical evidence, then increase analytical depth when the programme is strategically important or results are unclear. Predictive Evaluation can support this process by forecasting likely adoption and impact before a large rollout, then testing those assumptions with real data. Examples of this work and related evaluation coverage illustrate the value of connecting learning decisions with organisational results.

Measurement approach Best use Evidence produced Efficiency consideration
Participation and completion data Routine learning and compliance Reach, attendance and access Low cost, limited proof of impact
Knowledge or skills assessment Technical capability Recall, judgement or demonstrated skill Useful when aligned with real work
Manager observation Behaviour transfer Application and consistency Requires manager time and clear criteria
Operational performance data Business-critical programmes Changes in quality, productivity or risk Stronger value evidence, needs baseline data
Predictive and financial analysis Major investment decisions Expected adoption, impact and return More effort, valuable before scaling

For Australian employers, measurement should also reflect local operating conditions. A construction business may need to link training with hazard controls and site behaviour under Work Health and Safety obligations. A healthcare provider may focus on quality and patient outcomes, while a retailer in Brisbane may examine service performance across seasonal staffing peaks. Context turns generic evaluation into useful management information.

The practical takeaway is to measure the full path from learning access to workplace performance: establish a baseline, test capability, verify application and connect results to business priorities. That approach keeps delivery efficient while preserving the practice, support and reinforcement that make training effective.

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.

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