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

Predictive evaluation: catching skill gaps before they escalate

Most learning leaders discover a skill gap the hard way. A compliance breach surfaces in a Perth mining audit, a sales team in Sydney misses a quarter, and suddenly the conversation turns to training. By then, the cost is already on the ledger. Predictive Evaluation flips that script by treating capability data like financial forecasting: measure early signals, model the risk, and intervene before performance slips.

Australian organisations operate in a market where skill shortages bite hard, from FIFO crews in the Pilbara to digital teams in Melbourne's inner suburbs. Regulators under the Fair Work Act and standards set by ASQA expect evidence of competence, which means reactive training is rarely tolerated. The methodology built around forecasting adoption, impact and return on investment gives L&D a way to lead with data rather than chase problems after the fact.

What predictive evaluation measures

Traditional post-training surveys capture satisfaction and recall. Predictive Evaluation goes further by tracking leading indicators that correlate with on-the-job application. That includes manager confidence in the learner, line-of-sight between the new skill and a measurable business outcome, and the presence of reinforcement in the workflow.

The methodology treats these indicators as variables in a forecast model. When confidence is low, application rates drop within two months. When reinforcement is absent, retention falls sharply. Short learning bursts, like the modules described in this step-by-step guide, score particularly well on these leading indicators because they compress complexity into moments that fit a busy shift handover or a pre-start toolbox talk.

Early warning signals most teams miss

Three signals show up reliably before a skill gap becomes visible to the executive. First, a rise in repeat questions to subject matter experts, which often appears in helpdesk logs or team chat channels. Second, an increase in error rates on tasks the training was meant to fix, even when those errors are caught downstream. Third, a drop in the speed at which newly trained staff reach autonomy on core tasks.

In an ASQA-registered RTO in Brisbane, for example, a quiet rise in assessment re-submissions can predict a cohort-wide comprehension issue weeks before the next audit cycle. In a corporate setting in Adelaide, the same pattern might show up as delayed customer activations or extended onboarding windows. The methodology asks L&D to instrument these signals before training launches, so the baseline exists.

Comparing reactive and predictive approaches

The difference between waiting for problems and forecasting them shows up clearly in practice. A short comparison helps frame what changes once a team adopts the methodology.

Dimension	Reactive Training Approach	Predictive Evaluation Approach
Timing of intervention	After a performance or compliance gap is reported	Before the gap is visible to leadership
Primary data source	Post-course surveys, incident reports	Leading indicators tracked from launch
Success measure	Completion rates and satisfaction scores	Adoption, application, and business return
Stakeholder conversation	"What went wrong?"	"What is the risk forecast, and where should we invest?"
Cost profile	Higher remediation spend, opportunity loss	Targeted micro-investments, faster cycle time

Once teams see the contrast, the value of leading indicators becomes hard to argue with. Reactive metrics tell you what already happened; predictive metrics give you time to act.

Choosing interventions that stick

Once a forecast flags a risk, the choice of intervention matters as much as the timing. Long, generic programs often fail in workplaces where shift patterns, FIFO rotations, or rotating rosters in regional Victoria and Tasmania make attendance patchy. Shorter formats, spaced practice, and manager-led reinforcement consistently outperform one-off workshops in the data.

Designing a portfolio that survives economic pressure requires the same forward-looking discipline. The approach outlined in this resource on resilient learning plans treats learning spend as a portfolio decision, weighting programs by predicted adoption and business return rather than by attendance volume. That posture makes conversations with CFOs in Sydney or Brisbane far more productive, because the language shifts from cost to risk-adjusted investment.

Acting on the forecast in practice

Predictive Evaluation only earns its keep when the forecasts are acted on. Two short lists help separate teams that get value from the methodology and teams that treat it as a reporting exercise.

A practical checklist for forecasting skill gaps

Indicators worth instrumenting before any program launches:

Baseline error or defect rate on the target task
Average time to autonomy for new starters in the role
Manager confidence in the learner, surveyed at week zero
Frequency of peer-to-peer questions in the first month
Reinforcement touchpoints already scheduled into the workflow

Common pitfalls that quietly undermine the forecast:

Treating completion as evidence of competence
Surveying learners only, and ignoring manager observation
Launching without a baseline, so change cannot be measured
Waiting until quarter-end to review leading signals
Failing to tie the skill to a named business metric

When these habits hold, the methodology delivers something rare in L&D: a way to talk about training in the same language the rest of the business already uses.

Pick one capability gap your executive team already cares about, instrument the leading indicators before the next program starts, and forecast the adoption rate before launch. You will know within sixty days whether the methodology is earning its place in your operating rhythm.

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.