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

Measuring Compliance Training by Its Business Impact

Compliance training is often judged by the easiest numbers to collect: enrolment, attendance and quiz completion. These measures can confirm that an employee clicked through a module, but they do not show whether people can recognise a risk, make a sound decision or apply a policy under pressure.

For Australian organisations, the gap matters across sectors. A rushed privacy module may leave staff unprepared for a data breach, while a completed workplace health and safety course may not change behaviour on a busy construction site in Perth or a warehouse in Melbourne. Effective measurement must connect learning with operational risk and business performance.

That means treating compliance learning as a business intervention rather than an annual administrative task. The goal is to establish whether training improves judgement, reduces exposure, strengthens controls and supports the organisation’s obligations under frameworks such as the Privacy Act, the Fair Work Act and work health and safety legislation.

From Attendance to Assurance

Completion is useful as a baseline, especially where regulators or internal policies require documented participation. It becomes weak evidence when it is treated as proof of capability. Someone may finish a module on anti-bribery procedures yet still approve an inappropriate supplier payment because the real-world situation was ambiguous.

A stronger evaluation model follows the chain from learning to performance. It asks whether employees understood the standard, whether they changed a relevant behaviour, whether managers observed better decisions and whether risk indicators improved. This approach also supports board-level reporting because it translates training activity into business language.

For example, a compliance programme might track the speed and accuracy of incident reporting, the quality of customer consent records or the number of avoidable control breaches. These indicators are more meaningful than a perfect attendance rate when leadership is deciding where to invest.

Define the Risk Before Designing the Measure

Measurement should begin with the business consequence the training is intended to influence. A financial services organisation may focus on unsuitable advice, suspicious transactions or incomplete customer identification. A healthcare provider may prioritise privacy, medication handling and clinical escalation. A national retailer may need evidence that supervisors manage fatigue, bullying and safety hazards consistently.

The desired behaviour should be observable. “Understand the policy” is difficult to measure, while “escalates a suspected privacy incident within the required timeframe” is specific. Scenario assessments, manager observations, quality reviews and workflow data can then test whether the behaviour appears after training.

Local context affects the design. A programme for dispersed teams in Brisbane, Adelaide and regional New South Wales may need mobile access and offline resources. A hybrid office in Sydney may require realistic scenarios involving remote conversations, shared screens and personal devices. Training should reflect the channels, time pressures and language patterns employees actually encounter.

Match Evidence to the Business Question

Different measures answer different questions. A knowledge check can test immediate comprehension, while a quality audit may reveal whether employees apply the procedure several months later. No single metric proves impact, so a useful evaluation combines leading indicators with lagging outcomes.

Business question	Useful evidence	Example outcome
Did people learn the standard?	Scenario scores, confidence ratings, recall checks	Employees identify the correct escalation path
Are behaviours changing?	Observation, workflow sampling, manager review	Staff document consent consistently
Are controls becoming stronger?	Audit findings, exception rates, reporting quality	Fewer repeat control failures
Is risk reducing?	Incidents, claims, complaints, near misses	Lower frequency or severity of avoidable events
Is value being created?	Cost avoided, time saved, productivity and retention data	Reduced rework and faster resolution

The evidence should be segmented where possible. Comparing new starters with experienced employees, business units or locations can expose a problem hidden by an organisation-wide average. It can also show whether a programme works equally well for frontline workers, contractors and managers.

Use Evaluation to Forecast Adoption

Traditional evaluation often arrives after delivery, when the organisation discovers that scores improved but workplace behaviour did not. Predictive Evaluation helps teams assess likely adoption and impact earlier by examining the conditions that support transfer, including manager reinforcement, workflow fit, incentives and access to practical tools.

This is especially valuable for complex programmes with multiple audiences. A compliance specialist may know the legislation thoroughly, while a business leader such as Dr Phil Young’s business acumen can help connect the learning to commercial decisions and leadership practice. Together, these perspectives produce measures that are credible to both risk teams and operational leaders.

Forecasting also allows targeted action before results deteriorate. If managers are unlikely to discuss scenarios in team meetings, the solution may be a short leader briefing rather than another employee module. If staff cannot find the policy inside the systems they use, better job aids and workflow prompts may matter more than additional content.

Build a Practical Measurement System

A credible measurement system does not need to become a data-heavy project. Start with a small set of indicators agreed by compliance, learning, operations and relevant executives. Assign owners, establish a baseline and set review points at immediate, 30-day and 90-day intervals.

Useful design recommendations include:

Link every learning objective to a defined risk, control or business outcome.
Use realistic scenarios that reflect Australian workplaces, customer expectations and regulatory duties.
Combine learner evidence with manager observations, audit results and operational data.
Compare results across teams, locations, employment types and levels of responsibility.
Report trends and exceptions rather than relying on a single completion percentage.

The credibility of the evaluation also depends on implementation. Organisations with varied operating environments can draw on Dave’s cross-industry experience when selecting measures that leaders will recognise and use. The best dashboard is one that prompts a decision, such as targeted coaching, process redesign or a change to the control environment.

Make the Result Visible in Daily Work

Compliance learning has greater impact when it is reinforced at the point of need. A short learning burst before a high-risk task, a manager conversation after an incident or a prompt embedded in a procurement system can sustain behaviour more effectively than an annual reminder. This is particularly relevant for Australian employees balancing shift work, field duties, customer service and hybrid schedules.

Leaders should review training indicators alongside operational performance, not in a separate learning report. A rise in reporting may initially indicate greater confidence rather than worsening conduct. A fall in reported incidents may reflect under-reporting, so it must be interpreted with survey findings, audit quality and manager feedback.

The central test is simple: can the organisation show what employees do differently, how that change affects risk and where further action is needed? Completion records have a place, but they are only the starting point. What readers should remember is that compliance training earns its value when evidence connects learning with decisions, behaviour, stronger controls and measurable business results.

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.