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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.

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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.

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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.

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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.

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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.

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Predictive Evaluation

Measuring How Custom Training Lifts Customer Satisfaction Scores

Australian organisations have grown more demanding about the link between learning investment and customer satisfaction scores. Boards want evidence that every capability lift echoes a better customer experience, and local banks and telcos are scrutinising CSAT and Net Promoter data more closely than five years ago. As customer expectations climb, learning leaders face pressure to show that custom training is more than a compliance tick-box.

Satisfaction is influenced by dozens of variables: pricing, wait times, product quality, even the weather on a Melbourne commute. Isolating the contribution of training takes a disciplined approach, which is where Predictive Evaluation adds value. By forecasting adoption and impact before rollout, the methodology helps organisations in Sydney, Brisbane and Perth prioritise learning investments most likely to lift the customer experience.

Why CSAT matters in the Australian market

Customer satisfaction scores carry real weight in Australian boardrooms. APRA-regulated entities treat CSAT alongside financial KPIs because complaints data feeds into ASIC reporting. A drop of two points on monthly CSAT can trigger executive conversations in telcos and the Big Four banks. The ACCC also publishes complaint statistics that make poor satisfaction visible.

Australian customers are also more willing to leave a one-star review on Google or ProductReview.com.au after a bad interaction. That visibility raises the stakes for frontline teams in Adelaide, Hobart and regional centres, where local reputation still shapes purchasing decisions. When a contact centre agent in Parramatta learns to handle a complaint with empathy and speed, the improvement often shows up in the post-call survey within the same week.

Connecting custom training to customer outcomes

The first step is choosing the right outcome metric. Different satisfaction indicators capture different parts of the customer journey, and choosing the wrong one can send learning teams down the wrong path. The table below compares the most common metrics used by Australian organisations to evaluate training impact.

Metric What it measures Best for training evaluation Limitations
CSAT Immediate satisfaction with a specific interaction Service skills, complaint handling, product knowledge Easily swayed by factors outside training
NPS Likelihood to recommend the brand Long-term culture and empathy programs Lagging indicator, affected by pricing
CES Effort required to resolve an issue Process training, system navigation Hard to benchmark across teams
First Contact Resolution Whether the issue was solved in one touch Technical product training, soft skills Data quality issues in legacy CRMs
Customer Effort Score Perceived ease of doing business Workflow and tool training Less familiar metric for executives
Repeat Contact Rate Frequency of customers returning with the same issue Retention and loyalty programs Influenced by product complexity

For most Australian learning leaders, CSAT combined with FCR gives the clearest picture of how training is landing. Using both reduces the risk of celebrating a program that produced warm feelings but no behaviour change.

Predictive Evaluation for smarter forecasting

Predictive Evaluation estimates the impact of a learning program before full rollout. The methodology uses historical data and adoption patterns to forecast how training will land with specific cohorts. A Melbourne-based utilities provider used the approach to predict which service teams would see the largest CSAT uplift after de-escalation training, allowing the L&D director to sequence the rollout across offices in Victoria and Queensland.

The forecasting step also helps teams avoid measuring programs that were never likely to succeed. If adoption is predicted below forty per cent for a particular group, leadership can intervene with better enablement or redesign the experience, producing fewer wasted training dollars.

Designing learning that fits busy workdays

The format of custom training matters as much as the content. Frontline staff in retail or banking rarely have an hour to spare, and Australian managers are protective of team time. Short learning bursts perform better than long workshops because they fit into the cracks of a shift. Resources on five-minute learning bursts explain how designers can build microlearning modules that respect the rhythm of a contact centre or branch.

When learning feels manageable, adoption rates climb and satisfaction follows. A Brisbane insurance team replaced a half-day workshop with three short bursts over a fortnight, lifting weekly CSAT by four points in the next reporting cycle.

Choosing the right metrics to prove impact

Picking metrics is only half the work; collecting them in a way that supports clear conclusions is the other half. Australian learning teams often struggle with attribution because so many variables influence CSAT. Establishing a baseline before training begins is essential. A team in Adelaide might pilot a new complaint-handling program in two branches while two similar branches continue as usual, creating a clean comparison.

Sample size matters too. With only a few hundred surveys a month, noise can hide a real training impact. Running the comparison over at least three months and weighting for seasonal effects such as the end-of-financial-year rush gives a more reliable signal.

Embedding practice into daily workflows

Training that ends in a classroom rarely ends in behaviour change. Australian organisations that see sustained CSAT gains reinforce learning through daily workflows rather than relying on a single event. Approaches that focus on embedding learning into workflows include coaching huddles, post-call prompts and peer review cycles.

A regional bank in Western Australia built a habit of reviewing three customer calls per agent per week against the skills introduced in the previous quarter's training. Within two quarters, the branch's relationship NPS climbed above the state average.

Interpreting the numbers without bias

Even a well-designed measurement plan can mislead if the data is read carelessly. Confirmation bias can lead learning teams to highlight only the metrics that improved after training while ignoring those that stayed flat. Australian L&D leaders should prepare for tough questions about seasonality and concurrent initiatives. A CSAT lift of three points looks different when a new CRM launches in the same month, or when a competitor runs a price cut in the same postcode.

Cross-checking satisfaction data against operational metrics adds confidence. If CSAT rises while repeat contacts drop and handle time holds steady, the training story is more credible. Numbers rarely speak for themselves, and the most useful interpretations combine statistical discipline with practical knowledge of the customer.

Practical recommendations for learning leaders

  • Establish a clear CSAT or FCR baseline before launching any custom program
  • Use Predictive Evaluation to forecast adoption and impact across cohorts
  • Pair CSAT with an operational metric such as First Contact Resolution
  • Design learning in short bursts that respect frontline time pressures
  • Embed reinforcement through coaching, peer review and daily workflow cues
  • Run measurement cycles long enough to wash out seasonal noise
  • Triangulate satisfaction data with operational metrics before reporting results

The clearest signal that custom training is paying off comes when satisfaction moves alongside operational improvements, when adoption rates stay high after the launch buzz fades, and when frontline teams can articulate the new skills they are using on real customer interactions. That combination is what turns learning from a line item into a strategic lever for customer experience across Australian operations.

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.

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