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

Turning Post-Training Coaching Into Measurable Capability

New skills rarely become reliable workplace habits simply because employees attended a course. The transfer from classroom, virtual session or learning burst to daily performance depends heavily on what happens afterwards. Managers are often the closest source of reinforcement, feedback and practical guidance.

How to train managers to coach employees on new skills therefore requires more than adding a short coaching module to a leadership program. Managers need a clear method, realistic practice and a way to connect observed behaviour with business outcomes.

This is especially relevant in Australian organisations, where dispersed teams may span Sydney, Melbourne, Brisbane and regional locations. Hybrid work, operational pressures and lean management structures can make informal follow-up inconsistent unless it is designed into the workflow.

An effective approach gives managers the confidence to observe performance, ask useful questions, practise feedback and support application without taking over the employee’s role. It also gives learning leaders evidence that post-training coaching is influencing adoption.

Define The Manager’s Coaching Role

Start by clarifying what managers are expected to do before, during and after training. Their role may include setting expectations, identifying work-based practice opportunities, observing the new skill and holding a short review conversation. Clear boundaries prevent coaching from becoming either vague encouragement or detailed supervision.

Managers should understand that coaching is different from correcting every mistake. The aim is to help employees think through their choices, apply the skill in context and become progressively independent. A simple coaching model can include observation, inquiry, feedback and an agreed next action.

Connect New Skills To Business Priorities

Managers are more likely to reinforce learning when they understand why the skill matters. Translate course content into operational outcomes such as safer handovers, faster issue resolution, stronger customer retention or more accurate forecasting. In a large Australian retailer, for example, coaching may focus on how a new conversation technique affects customer experience and team productivity.

Business context also helps managers avoid treating training as a separate HR activity. Resources such as business acumen insights can help leaders discuss capability in terms of revenue, risk, service quality and efficiency rather than attendance and completion alone.

Build Practice Into Everyday Work

A post-course coaching plan should identify when and where the employee will use the new capability. This might involve a sales conversation, a toolbox meeting, a project review or a difficult performance discussion. The closer practice is to real work, the easier it becomes for managers to notice progress and provide relevant feedback.

Short, regular conversations are usually more sustainable than occasional formal reviews. A manager might spend ten minutes after a customer meeting asking what the employee noticed, what they would repeat and what they would change. In Australia’s hybrid workplaces, these conversations can happen through Microsoft Teams, on-site walkarounds or scheduled one-to-ones.

Give Managers A Repeatable Conversation Model

A practical model reduces hesitation. Managers can begin by asking the employee to describe the situation and their intended outcome. They can then explore what happened, identify evidence of the new behaviour and agree on one specific improvement to test next time.

The model should include active listening, open questions and balanced feedback. Managers should avoid turning the discussion into a lecture, especially when coaching technical or specialist employees. Practice sessions using realistic scenarios help managers rehearse tone, questioning and feedback before applying the approach at work.

Coaching element	Manager action	Evidence of progress
Prepare	Identify the skill and work situation	A clear practice opportunity
Observe	Watch behaviour or review an outcome	Specific examples, not impressions
Explore	Ask what the employee noticed and learned	Employee explains their reasoning
Reinforce	Recognise effective application	Desired behaviour is repeated
Adjust	Agree on one next step	Follow-up action is completed

Prepare For Different Employee Needs

Employees will not adopt a skill at the same pace. A new supervisor may need guided practice, while an experienced specialist may benefit from challenge and autonomy. Managers should adjust the amount of direction, the complexity of the task and the frequency of follow-up.

Cultural and communication differences also matter across Australian teams. Coaching should be respectful, specific and inclusive, particularly where employees work across metropolitan offices, regional sites or culturally diverse communities. Managers should check understanding rather than assume silence indicates agreement.

Measure Adoption And Business Impact

Learning teams should track whether managers are actually coaching and whether employees are using the skill. Useful evidence can include observation checklists, quality measures, customer results, cycle times, safety indicators or employee self-assessments. The measures should be selected before delivery so that expectations are clear.

A training adoption measure can reveal where reinforcement is strong or weak across teams and locations. The guidance on training adoption index provides a useful reference for comparing adoption patterns and linking learning activity with performance data.

Sustain The Coaching Habit

Senior leaders should give managers time, tools and recognition for post-training coaching. If managers are judged only on immediate operational output, coaching may disappear during busy periods such as end-of-quarter reporting, holiday trading or major system changes. Including follow-up activity in leadership routines signals that capability building is part of the job.

Learning teams can support sustainability with manager guides, observation prompts, peer practice and short refresher sessions. Predictive Evaluation can add further value by forecasting likely adoption, checking whether behaviour changes and estimating the return associated with improved performance.

Managers do not need to become professional trainers. They need a shared method, relevant practice opportunities and a clear view of the results the new skill is meant to produce. When coaching is brief, specific and connected to real work, training has a much better chance of becoming everyday capability. The key point to remember is that employee learning is secured through the quality of follow-up conversations, not through course completion 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.