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

Using Net Promoter Score Wisely in Workplace Learning

Net Promoter Score (NPS) can provide a quick signal about how learners feel after a course, workshop or digital learning burst. The familiar question asks how likely participants are to recommend the experience to a colleague, usually on a scale from 0 to 10.

That simplicity is useful for busy Australian organisations managing programs across Sydney, Melbourne, Brisbane and regional locations. It creates a common language for comparing learner sentiment across cohorts, delivery channels and business units.

The risk comes when one score is treated as a complete measure of training quality. A high recommendation rating does not prove that people applied the skill, changed a behaviour or improved a business result. A low score may reflect timing, workload, technology or a manager’s lack of support rather than poor instructional design.

Used carefully, NPS belongs in a broader learning evaluation system. It should sit alongside feedback about relevance, confidence, participation, application and operational outcomes, helping learning teams decide where to investigate rather than providing the final answer.

Measure	What it helps reveal	What it cannot establish
Learner NPS	Overall willingness to recommend the experience	Skill transfer or financial return
Satisfaction rating	Perceived quality, relevance and ease of use	Sustained behaviour change
Confidence measure	Readiness to apply a capability	Actual workplace performance
Manager observation	Visible changes in practice	The learner’s full experience
Business KPI	Operational or commercial movement	Whether learning caused the change

What NPS Can Tell You

The strongest use of learner NPS is as a temperature check. It can show whether participants found a program worthwhile enough to endorse, and it can highlight differences between delivery formats, facilitators, locations or learner groups.

For example, a national retailer might see strong scores from metropolitan cohorts but weaker responses from regional stores. That pattern deserves investigation. Travel fatigue, limited access to systems or different manager expectations may be influencing the experience.

The score becomes more meaningful when paired with a short reason. Asking what most influenced the rating can uncover practical themes such as relevance to the role, pace, facilitator credibility, accessibility or time away from the job.

Set A Clear Measurement Frame

Define the moment and population before collecting responses. A survey immediately after a face-to-face workshop measures the learning experience while impressions are fresh. A survey several weeks later may reveal whether the program remained useful in day-to-day work.

Avoid mixing fundamentally different experiences into one headline score. A two-hour learning burst, a six-month leadership pathway and a compliance module have different purposes. Segment results by program, audience, delivery mode and cohort so comparisons remain fair.

A useful reporting frame includes response rate, number of respondents, score distribution and comments. The percentage of promoters minus the percentage of detractors can be tracked over time, but the raw distribution often tells a richer story than the single NPS figure.

Read the Number in Context

NPS is sensitive to organisational culture and survey habits. Some Australian workplaces are generous with ratings, while others reserve a 9 or 10 for an exceptional experience. A score of 45 may therefore mean something different across a bank, a hospital, a TAFE or a mining operation.

Small samples also create false confidence. If 12 people respond, one or two ratings can materially change the result. Report the number of responses and avoid ranking facilitators or business units without a reasonable sample and consistent conditions.

Executive sponsorship shapes those conditions. Leaders who protect learning time and reinforce application tend to receive more useful feedback than leaders who treat training as an optional extra. Guidance on executive sponsorship can help connect learner feedback with leadership accountability.

Combine Sentiment With Evidence

A recommendation score should be tested against other evidence. Include questions about whether the content was relevant, whether the learner can use the capability and whether the workplace provides an opportunity to apply it.

Follow-up checks are particularly important for dispersed teams and FIFO workforces, where immediate enthusiasm may not translate into changed practice. A manager observation, work sample, system-use measure or short application survey can reveal what happened after the course.

Predictive Evaluation offers a useful way to connect early indicators with later adoption, impact and return on investment. The aim is to identify likely value before a program becomes expensive to scale, then check whether the expected outcomes appear in operational data.

Practical Safeguards for Learner Feedback

A disciplined process prevents NPS from becoming a popularity contest. Apply these recommendations:

Use the recommendation question with a clear explanation of the rating scale.
Add one open-text question asking why the learner chose that score.
Report response rates, sample sizes and score ranges with every result.
Segment results by program, cohort, role, location and delivery method.
Pair sentiment data with confidence, application and manager evidence.
Review low scores for system or workload issues before blaming the facilitator.
Set a review date to test whether improvements changed learner experience and workplace use.

Keep surveys short and accessible on mobile devices. This matters when participants are moving between sites, working from a regional depot or completing learning between operational tasks. Plain, direct wording will generally produce better data than corporate language.

Turn Feedback Into Better Decisions

The purpose of NPS is to support a decision, such as revising an activity, changing the delivery mix, improving manager reinforcement or investigating a technical barrier. A score without an owner and follow-up action is simply another dashboard number.

Learning teams can use Dave Basarab Consulting to explore enterprise learning strategy, custom development, leadership programs and evaluation approaches that connect capability with business results. The important principle is to treat learner satisfaction as an early signal, not proof of impact.

Start with the next program survey: record the recommendation score, response rate, comments, confidence and one observable application measure, then review the combined evidence 30 days after delivery.

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.