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 predictive evaluation improves training budget decisions

Training budgets are under pressure across Australian organisations. Leaders need to fund capability building while managing wage costs, compliance obligations and changing business priorities. A course may receive strong attendance figures yet make little difference to customer service, safety, productivity or retention.

Predictive Evaluation provides a disciplined way to make those decisions before large sums are committed. It combines evidence about the business problem, learner behaviour, workplace conditions and expected performance outcomes. The result is a forecast of likely adoption, impact and return on investment, rather than a budget based on popularity or habit.

This approach is particularly useful when teams operate across Sydney, Melbourne, Brisbane and regional locations, or when learning must reach FIFO workers, remote employees and frontline staff. It helps decision-makers compare initiatives on business value and identify where a smaller, targeted intervention may outperform a broad programme.

Start with the business result

The first step is to define the operational result that training is expected to influence. This might be fewer incidents at a Pilbara mine, faster claims processing in a government agency, improved sales conversion in Melbourne or stronger leadership capability across a distributed health service.

A useful business connection links the desired result to observable workplace behaviour. For example, “better communication” is too vague for budget modelling. “Supervisors conduct documented pre-start conversations using the agreed risk process” can be observed, measured and connected to safety indicators. Guidance on business learning alignment can help clarify this relationship before design work begins.

Once the outcome is specific, establish a baseline. Review current performance, the cost of the problem, existing process data and the constraints affecting employees. Australian organisations should account for shift patterns, industrial arrangements, travel between sites and the practical realities of releasing staff from operational duties.

Forecast adoption before approving spend

A training programme only creates value when people apply what they learn. Predictive Evaluation therefore examines adoption risk before implementation. Factors can include manager support, relevance to daily work, system access, time available for practice, peer expectations and the consequences of failing to change.

A simple forecast can score each factor against evidence. A programme with excellent content but limited supervisor reinforcement may have a low adoption probability. A shorter learning burst, supported by team huddles and job aids, may produce a better forecast than a two-day workshop that removes people from the workplace.

This distinction matters in sectors with dispersed workforces. A regional council may struggle to gather staff in one location, while a construction or resources company may need separate delivery for crews on a swing roster. Budget models should include travel, backfill, technology, translation, accessibility and follow-up support rather than treating delivery as a single course fee.

Compare investment choices by expected value

Predictive Evaluation makes competing initiatives easier to compare. The figures do not need to be perfectly precise; they need to be transparent, evidence-based and consistent across proposals. Estimate the expected benefit, the probability of adoption, the implementation cost and the time required to see results.

Investment option	Likely strength	Main risk	Useful forecast measure
Standard workshop	Quick to launch and familiar	Limited transfer to the job	Attendance and behaviour checks
Custom blended programme	Better fit for workflow and roles	Higher design cost	Adoption and performance change
Learning bursts and job aids	Low disruption and easy access	May lack depth for complex skills	Completion, usage and task accuracy
Coaching-led development	Strong reinforcement and reflection	Depends on coach capability	Manager behaviour and team outcomes
Compliance refresher	Clear legal or policy purpose	Can become a tick-box exercise	Recall, application and incident data

Expected value can be expressed as a range rather than a single promise. For instance, estimate conservative, likely and optimistic outcomes, then test whether the proposal still makes sense under the conservative case. This is more credible with finance teams and supports better decisions when data quality is uneven.

The comparison should also include the cost of doing nothing. If poor onboarding contributes to rework, early turnover or customer complaints, postponing training has a financial effect. A smaller intervention may be worthwhile when it addresses a high-cost bottleneck, even if its initial return appears modest.

Use evidence to shape the learning design

Forecasting should influence the design itself. If the main risk is low confidence among new managers, include practice, feedback and manager coaching. If the challenge is inconsistent process execution across sites, prioritise realistic scenarios, simple reference tools and local reinforcement.

Evaluation specialists and subject-matter experts can improve the quality of those assumptions. For example, coaching expertise may help an organisation judge whether leaders have the capability to sustain new behaviours after formal learning ends.

Build measurement into the programme from the start. Track leading indicators such as participation, practice completion, manager conversations and tool usage. Then connect them with lagging indicators such as productivity, quality, safety, customer satisfaction or retention. In Australia, privacy requirements and employee consultation expectations should be considered when collecting individual or team-level data.

Reallocate funding as results emerge

A training budget should be managed as a portfolio, not locked permanently to the first approved plan. Early evidence may show that one audience is adopting the content while another needs additional support. Funds can then move towards reinforcement, local facilitation or a redesigned resource instead of being spent on more initial delivery.

Set review points at practical intervals, such as 30, 60 and 90 days. Compare actual adoption and business indicators with the original forecast. Record what changed in the operating environment, including restructures, new systems, seasonal demand or a change in workplace leadership.

The central principle is simple: fund the interventions with the strongest evidence of meaningful adoption and business impact. Predictive Evaluation does not remove judgement from budget allocation; it makes that judgement visible, testable and easier to improve. What readers should remember is that the best training investment is the one most likely to change work in measurable ways, under the conditions Australian employees actually face.

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.