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 Training Engagement And Employee Satisfaction

Training engagement and employee satisfaction are closely related workplace signals, but they do not always move together. Employees may complete every module while feeling disconnected from the work, or they may value a practical session without recording high activity in the learning platform.

For Australian organisations, the useful question is less about proving a simple cause-and-effect relationship and more about identifying patterns. When participation, confidence, workplace application and sentiment are analysed together, learning teams can see which programmes strengthen capability and contribute to a healthier employee experience.

Measurement approach	What it shows	Useful decision
Completion and attendance	Whether employees accessed the programme	Identify reach and participation gaps
Pulse surveys	Immediate learner reaction and confidence	Improve content, facilitation or timing
Application checks	Whether skills appear in daily work	Test transfer beyond the classroom
Engagement and satisfaction trends	Whether learning activity aligns with workplace sentiment	Prioritise programmes with stronger business value
Operational outcomes	Effects on productivity, quality or retention	Assess return on investment

Defining Engagement And Satisfaction

Training engagement includes attendance, participation, time spent learning, discussion activity, practice completion and follow-through after a course. Digital platforms can provide useful activity data, although a high login count does not automatically indicate meaningful learning.

Employee satisfaction is broader. It may reflect confidence in leadership, workload, career prospects, psychological safety, recognition and the perceived fairness of workplace systems. Training can influence these factors when it is relevant and well supported, but a poorly designed course cannot compensate for excessive workloads or unclear management practices.

A repeatable measurement approach should define both concepts before collecting data. The Predictive Evaluation Model provides a useful way to connect adoption, impact and business outcomes rather than treating course completion as the final result.

Building A Reliable Evidence Base

The strongest analysis combines learning data with employee listening data. A baseline survey can measure confidence, role clarity and satisfaction before training, followed by pulse checks at suitable intervals. A 30-, 60- or 90-day follow-up can reveal whether new behaviours have become part of normal work.

Timing matters in Australia’s varied employment environment. A national organisation may be comparing office-based teams in Sydney and Melbourne with regional staff, remote workers or FIFO employees in Western Australia and Queensland. Their access to training, manager support and time available for practice may differ substantially.

Privacy and trust also affect response quality. Employees need to understand why information is collected, how it will be reported and whether individual responses will be identifiable. Aggregated reporting by team, role or location generally produces more useful insight than exposing personal learning histories.

Signals That Explain The Relationship

A correlation becomes more credible when several indicators point in the same direction. Track the measures below across comparable groups and time periods:

Participation rates, attendance and time spent in learning activities
Learner confidence before and after training
Manager observations of behaviour change
Employee satisfaction with career development opportunities
Application of skills in real work situations
Retention, productivity or service-quality trends

Engagement and satisfaction should also be segmented. Compare new starters with experienced employees, frontline teams with corporate functions, and metropolitan offices with regional locations. The results may reveal that a programme is highly valued by one group but difficult to access for another.

Use a second set of indicators to test the quality of the learning experience:

Relevance of examples to the employee’s role
Ease of applying the new skill at work
Quality of facilitator or manager support
Confidence using the skill without supervision
Perceived opportunity for progression
Barriers such as workload, systems or unclear expectations

These measures help distinguish a training problem from an organisational problem. If satisfaction falls while engagement remains high, employees may be completing required learning but finding it disconnected from daily priorities. If both measures rise and workplace behaviour improves, the programme has stronger evidence of practical value.

Designing Learning People Can Use

Employee sentiment is affected by the experience of learning itself. Clear objectives, realistic practice, accessible resources and examples that reflect the Australian operating context can make training feel worthwhile. A course for customer service employees in Melbourne may need different scenarios from one for mining, health or local government teams.

Custom design should begin with the performance need, not the preferred format. Dave Basarab’s guidance on a repeatable design process supports a disciplined connection between business requirements, learner needs, practice and evaluation.

Learning bursts can help when employees have limited time or need support at the point of work. Short activities may suit product updates, system changes or distributed teams, provided they include opportunities to practise and apply the content. For example, a launch programme can use learning bursts to reinforce knowledge over several days instead of relying on one information-heavy session.

Turning Findings Into Better Decisions

Analysis should lead to specific choices. If participation is low, review scheduling, manager expectations and access. If participation is high but application is weak, improve practice, coaching and job aids. If learning improves satisfaction only for employees with supportive managers, the next intervention may need to focus on leadership capability.

Avoid presenting a single correlation coefficient as proof that training caused a change in morale. Employee satisfaction is shaped by pay, workload, organisational change and leadership behaviour. Use comparison groups, repeated measurements and qualitative comments to interpret the numbers responsibly.

A practical reporting cycle might include a baseline, immediate reaction, workplace application check and business outcome review. Leaders can then see whether the programme reached the intended audience, changed capability, supported employee experience and contributed to operational priorities.

The central lesson is simple: training engagement is most valuable when it leads to confident performance, visible support and a better employee experience. Measure activity, sentiment, application and results together, and the relationship between learning and satisfaction becomes clearer and more useful.

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.