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 Measure Training Transfer When Immediate Results Are Invisible

Training transfer is the point at which employees apply new knowledge, skills or behaviours in real work. It can be difficult to observe immediately, especially when capability develops gradually or performance is influenced by systems, workload and manager support. A course may finish on Friday, while its business value appears months later through fewer errors, better decisions or stronger customer relationships.

For Australian organisations, this delay is common across distributed workforces, regulated industries and operational environments. A leadership programme in Sydney may involve managers across Melbourne and Brisbane, while a safety programme may need to reach fly-in fly-out teams in Western Australia. Measurement must therefore capture early behavioural signals as well as longer-term commercial outcomes.

Measurement focus	What it reveals	Typical timing
Participant reaction	Relevance, confidence and perceived usability	Immediately
Knowledge and skill checks	Learning gained during training	Days or weeks
Workplace behaviour	Whether new capability is being applied	Weeks or months
Operational indicators	Changes in quality, speed, safety or service	Months
Business outcomes	Financial, strategic or workforce impact	Quarterly or annually

Why Immediate Results Can Be Misleading

A post-course survey measures sentiment, not transfer. Participants may enjoy a workshop and report high confidence without changing how they work. Conversely, a demanding programme may receive mixed feedback while producing valuable improvements once learners have time to practise.

Some capabilities need repeated exposure before they become visible. A new coaching method may first appear as better questions in one-to-one meetings, then develop into improved team performance. In mining, healthcare or public-sector settings, operational constraints can delay application even when the learning itself was effective.

Establish A Transfer Baseline

Before training begins, identify the current performance level and the behaviour the programme is intended to change. Useful baselines may include customer wait times, rework, safety observations, sales conversion, staff retention or manager effectiveness scores.

The baseline should reflect the language of the business rather than generic learning terminology. If the goal is better project leadership, define what that means in practice: earlier risk escalation, clearer accountabilities or more reliable delivery forecasts. This gives evaluators something observable to track.

Track Behaviour Before Business Outcomes

Behavioural indicators provide evidence while financial results are still developing. Managers might record whether employees use a new process, hold structured coaching conversations, document decisions or apply a standard diagnostic tool.

Use several evidence sources to reduce bias. Combine manager observations, workflow data, quality audits, peer feedback and short follow-up checks. For remote teams working across AEST time zones, digital records and brief pulse surveys can make transfer easier to monitor without adding lengthy meetings.

Use Predictive Evaluation

Predictive Evaluation helps organisations forecast likely adoption, impact and return on investment before waiting for end-of-year results. It connects learning design, learner readiness, workplace conditions and business measures into a practical view of probable value.

This approach is especially useful when outcomes are affected by many variables. A sales programme may be influenced by pricing and market demand, while a compliance initiative may depend on technology and local procedures. Forecasting the pathway between learning and results makes it easier to distinguish training effects from external factors.

Build Feedback Into The System

Transfer measurement works best as a feedback loop rather than a final report. Ask learners what supports application, ask managers what behaviour they can see, and use the findings to refine examples, practice activities and job aids. A strong feedback culture helps instructional designers respond to evidence instead of relying on assumptions.

Feedback should be collected at useful intervals: shortly after learning, after initial workplace use and when performance data becomes available. In Australia, this may require adapting the process for unionised environments, regional sites or teams operating under different state-based requirements.

Examine Delivery Quality

Poor transfer is not always a design problem. Inconsistent facilitation, rushed practice, unsuitable technology or low-quality follow-up can prevent good content from becoming workplace behaviour. Comparing delivery conditions across cohorts can reveal why one group applies learning while another does not.

Session volume is a weak substitute for effective learning. A concise programme with realistic practice and manager reinforcement may create greater value than a long calendar of disconnected workshops. Reviewing delivery quality helps organisations understand whether learners received a fair opportunity to apply the capability.

Select Measures That Matter

A focused measurement framework should show movement from learning activity to workplace application and then to organisational value. Limit the number of indicators so managers can use them consistently, and assign ownership for collecting and reviewing each measure.

Define two or three target behaviours in observable terms.
Record a baseline before participants attend training.
Schedule follow-ups at 30, 60 and 90 days where practical.
Include manager observations and operational data.
Compare trained and untrained groups when a fair comparison is possible.
Document external factors that may affect performance.
Review findings with business leaders and update the programme.

Turn Delayed Evidence Into Decisions

When immediate results are invisible, the answer is not to abandon measurement. Look for leading indicators such as confidence in a specific task, frequency of use, manager reinforcement and early quality improvements. These signals can show whether the programme is moving in the right direction before revenue, productivity or retention data changes.

A useful evaluation rhythm combines short learner checks, structured manager conversations and periodic business reviews. The practical takeaway is to measure the chain from capability to behaviour to results, using a small set of observable indicators that leaders can act on.

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.