Your Chief Virtual Learning Architect

Learning to Performance

Read More
Custom Design & Delivery

Read More
Predictive Evaluation

Read More
Enterprise Learning Strategy

Read More

› ‹

1
2
3
4

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 Learning Bursts Against Customer Satisfaction

Short learning bursts can influence customer satisfaction when they improve a specific behaviour at the moment it matters. A five-minute scenario on handling complaints, clarifying delivery expectations or explaining a product feature may be more useful than a lengthy course that employees rarely revisit.

For Australian organisations, the commercial value of these interventions depends on evidence. Leaders need to connect participation and knowledge retention with customer effort, first-contact resolution, Net Promoter Score, complaints, repeat purchases and service revenue. Measuring the business impact of learning bursts means showing how a small learning activity contributes to a meaningful customer outcome.

Why Short Learning Needs Business Measures

Learning bursts are usually designed for convenience: a short video, mobile quiz, manager prompt or workplace challenge that fits between operational demands. This suits distributed workforces across Sydney, Melbourne, Brisbane and regional locations, where employees may have limited time away from customers or systems.

Convenience, however, is not the same as effectiveness. A high completion rate proves that employees opened the content, but it does not prove that they changed behaviour or improved the customer experience. Measurement should follow the chain from exposure to capability, application and business result.

Define Satisfaction Before Training Starts

Customer satisfaction can mean different things across a contact centre, retail network, financial services team or healthcare provider. Before launching a learning burst, the organisation should select a small number of customer measures and define the expected movement. Examples include shorter resolution times, fewer escalations, higher post-interaction ratings or stronger complaint recovery.

The baseline should include a clear period, population and comparison group. A service team in Perth may have different customer patterns from a team in Melbourne, while seasonal demand can distort results around Christmas or major sporting events. Comparing like-for-like teams or time periods produces more credible findings than relying on a single organisation-wide score.

Connect Learning Activity To Service Outcomes

The design should make the desired customer behaviour observable. If the aim is to improve complaint handling, the burst might focus on acknowledging emotion, confirming the issue, offering an appropriate next step and recording the outcome accurately. Managers can then review a small sample of interactions against those behaviours.

This approach also supports better vendor and delivery decisions. Organisations comparing an internal programme with an external provider can use Predictive Evaluation for training vendors to forecast adoption, likely impact and return before investing heavily. The forecast should identify which customer metric the intervention is expected to influence and how quickly that effect may appear.

Use Evidence Beyond Completion Rates

A useful measurement model combines learning, behaviour and customer indicators. Learning data might include quiz performance or confidence shifts. Behaviour data could come from quality assurance scores, call listening, mystery shopping or manager observation. Business data may include customer satisfaction, repeat contact, refunds, churn or revenue per interaction.

Content should also reflect the identity and context of the organisation. Guidance on tone, trust and personal accountability can be strengthened through resources such as corporate identity expertise, particularly when employees represent a well-known Australian brand. A consistent service identity helps explain why a behaviour matters, rather than presenting it as another compliance task.

Build A Practical Measurement Rhythm

Measurement works best as a sequence rather than a final report. Capture the baseline before release, check participation and knowledge shortly afterwards, review workplace behaviour over the next few weeks, and examine customer indicators across an agreed period. Monthly reviews may suit a contact centre, while quarterly analysis may be more appropriate for account management or complex B2B services.

Privacy and employment obligations should be considered in the design. Under the Privacy Act 1988, organisations should handle identifiable employee and customer information carefully, while the Fair Work Act 2009 reinforces the importance of fair and transparent workplace practices. Reporting by team or cohort, rather than naming individuals unnecessarily, can protect trust and still reveal useful patterns.

Measurement layer	Useful indicators	Timing	Business meaning
Participation	Opens, attendance, completion	Immediately	Reach and access
Capability	Quiz scores, confidence, scenario decisions	Within days	Likely readiness to apply
Behaviour	Quality reviews, observed actions, system records	Two to six weeks	Evidence of transfer
Customer response	Satisfaction, effort, complaints, escalations	Four to twelve weeks	Experience change
Commercial result	Retention, repeat sales, cost to serve	Quarterly or longer	Financial contribution

Recommendations For Australian Learning Teams

A disciplined approach keeps learning measurement practical and credible. The following actions help connect short interventions with customer value:

Choose one primary customer outcome and two supporting measures before launch.
Use a comparison group, staggered rollout or matched historical period where possible.
Design each burst around a behaviour that managers can observe or verify.
Segment results by location, channel, tenure and customer type to identify local variation.
Combine survey feedback with operational data instead of treating satisfaction scores as the whole story.
Review findings with frontline leaders so the next burst responds to real service barriers.
Report forecasts and actual results together, including assumptions, limitations and implementation costs.

Learning bursts create business value when they are treated as targeted performance interventions rather than isolated content. The strongest evidence links a specific behaviour to a customer measure, tests the relationship over time and accounts for the realities of Australian workplaces. What readers should remember is simple: measure the path from learning to behaviour to customer satisfaction, then use the evidence to improve the next intervention.

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.