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 use surveys to assess learner readiness before training

Using surveys to assess learner readiness before a training program gives leaders an early view of whether employees can and intend to apply new skills. A full room can still conceal weak prerequisites, limited protected time or managers who never reinforce learning. The survey should be a practical diagnostic, not an attendance check.

Australian workforces make this important. Cohorts may span Sydney, Melbourne, Brisbane, regional Victoria and remote Northern Territory teams, while frontline employees work shifts and office staff alternate between workplaces and home. Short, mobile-friendly questionnaires completed on a phone between meetings or rostered breaks are more useful than lengthy forms sent late in the day.

Readiness includes confidence, relevance, access, psychological safety and manager support. For broader strategy, design or delivery support, Dave Basarab Consulting can connect learning choices with workforce and business needs. Surveys provide signals; leaders must turn those signals into decisions about timing, grouping, content and support.

What learner readiness actually measures

Learner readiness is more than willingness to attend. Someone may value the topic but lack foundational knowledge, suitable equipment, a quiet place to practise or permission to reduce a busy workload. Assess each dimension separately so motivation does not conceal low confidence.

Experience also changes what learners need. New supervisors may benefit from scenarios rather than definitions, while experienced staff may need stretch assignments. Managers should indicate whether they will release participants, discuss application and observe skill use, because learning is unlikely to transfer without reinforcement.

Build a short, usable baseline survey

As part of training needs analysis, keep the pre-training survey to eight or ten minutes, with one action per question. Useful items cover role relevance, confidence, previous exposure, intention to apply learning, protected time, manager reinforcement and access to devices and connectivity. Add a short scenario when a practical skill is being taught.

Use consistent five-point scales and explain what each score means. Confidence of four is not equivalent to access of four. Distinguish “I intend to use this” from “I need more practice”; intention and ability point to different interventions.

Pilot the wording with learners, managers and accessibility representatives. Explain the survey’s length, review timing and likely decisions. Remove decorative questions and avoid names unless a follow-up conversation is genuinely needed.

Interpret patterns rather than a single score

Define thresholds before viewing results. For example, an organisation may require high confidence and protected time before a practical simulation, while advanced theory may need only role relevance and prior knowledge. A low aggregate score can hide a serious problem in one dimension, so use dimension-level decisions rather than a single ranking.

The Predictive Evaluation methodology links intention, confidence and context to forecast adoption, impact and return on investment. It also helps teams test which survey signals are genuinely predictive. A survey remains a forecast, so validate it later against completion, applied behaviour and workplace results.

Compare response patterns by role, location and delivery mode, but suppress small groups. A weak response rate from one branch may signal fatigue, shift timing or distrust rather than low readiness. Use open-ended follow-ups only where a practical issue emerges.

Keep the survey private and inclusive

For organisations covered by the Privacy Act 1988, the Australian Privacy Principles require transparent handling of employee information. Give a short notice stating purpose, data categories, access, retention and contact details. Collect only what is needed and use a platform with suitable access controls and deletion settings.

NSW organisations may also be subject to the Privacy and Personal Information Protection Act 1998. Avoid medical or disability details in the general survey; provide a confidential route for accommodation requests and respond to practical implications rather than diagnoses.

Use screen-reader-compatible wording and plain English, with language support where needed. Explain how responses are protected from managers. Australian hybrid teams may join from home, commute to a campus or have limited bandwidth, so participation options must account for those realities.

Link readiness to sponsorship and results

Connect findings to the business case through adoption, capability and operational effect. Adoption covers participation; capability tests whether people can perform the new behaviour; operational results examine quality, cycle time, safety or client experience. Record a baseline before training for later comparison.

Executives need to understand why the program is being changed and which business constraint it addresses. Practical guidance on building executive sponsorship keeps learning strategy connected to an accountable leader, a funded rollout and explicit workplace reinforcement rather than leaving the program as a standalone event.

In Australian banking, health care, mining and other regulated sectors, learning evidence may need to support competence and compliance. Document critical readiness gaps, how adjustments reduce risk and what evidence will show whether capability was applied.

Adjust the program before delivery

Use the results to adapt delivery before finalising dates, materials and participant groups. Where critical thresholds are missed, respond to the specific barrier rather than automatically postponing the entire cohort. Readiness data is most valuable when it changes a decision that would otherwise have been made by habit.

Readiness signal	Likely barrier	Adjustment before delivery
High intent, low confidence	Skills gap or limited rehearsal	Add pre-work, practice and peer feedback
High intent, no protected time	Workload or scheduling conflict	Schedule shorter blocks and agree release time
High confidence, low relevance	Unclear job application	Add local examples and role-specific tasks
Low access to devices or bandwidth	Connectivity or equipment limits	Supply shared devices, offline options and accessible materials

Review the adjustments with facilitators, managers and local participants. At one Perth site, unstable connectivity may call for downloadable resources; a Melbourne team facing meeting fatigue may prefer shorter sessions. Keep the original thresholds visible so changes remain evidence-based and do not become ad hoc exceptions.

The practical takeaway is to use the survey to verify four conditions before release: role relevance, minimum prerequisite knowledge, protected time and a supportive manager. If any condition is weak, adjust the program or cohort first; then use observed application, not survey enthusiasm alone, to judge whether the learning created value.

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.