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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 Training Impact on Customer Satisfaction Scores

Corporate learning teams in Sydney, Melbourne, and Brisbane often inherit a stubborn assumption: that better training automatically produces happier customers. The reality, observed across Australian retail and healthcare providers, is more nuanced. A workshop that lifts agent capability may still leave scores flat if other operational frictions persist, and a programme that feels engaging to learners can fail to shift frontline behaviours where it matters most.

What separates guesswork from evidence is a measurement system that connects specific learning interventions to the customer signals they were designed to influence. Predictive Evaluation offers a structured way to forecast adoption, behavioural change, and downstream outcomes before a programme scales. When paired with disciplined survey design and CRM analytics, the link between learning spend and customer experience becomes auditable rather than aspirational.

Why customer satisfaction belongs in the training scorecard

Customer satisfaction scores are lagging indicators, but they are also the metric that boards care about. ASX-listed companies cite customer experience in annual reports, and contact centre operations in Adelaide and Perth track Net Promoter Scores weekly as a health check on service culture. Training leaders who can show a credible relationship between a recent learning burst and a shift in CSAT or NPS gain a stronger seat at the table when budgets are allocated.

The case strengthens when training is tied to commercial levers like retention or average revenue per user. A module on de-escalation delivered to a Brisbane utility's contact team should, in principle, reduce repeat calls and lift first-call resolution, both of which feed directly into satisfaction metrics. Establishing that causal pathway is what turns learning from a cost centre into a measurable contributor to revenue. Programmes built through custom training design start with the customer outcome in mind, which makes downstream measurement far more credible.

Pitfalls that distort the numbers

Several recurring errors weaken the case for training's impact. Selecting only the most satisfied customers for post-training feedback creates sampling bias that flatters the programme. Counting every interaction regardless of agent seniority smears results across teams that received no training. Pulling survey responses collected two weeks before a programme ends and comparing them to results gathered six weeks after muddles maturation effects with the intervention itself.

Another common mistake is failing to control for confounding events. A new CRM rollout in Melbourne, a pricing change, or a marketing campaign can all shift satisfaction independently of any learning intervention. Without a comparison group or control period, the training team will absorb credit or blame that belongs elsewhere. Australian privacy law, particularly the Australian Privacy Principles under the Privacy Act 1988, also constrains how customer data can be linked to employee records, so any linkage design needs legal review from the outset.

Metric What it captures Strength for training evaluation Common weakness
CSAT (post-interaction) Immediate perception of a touchpoint Maps cleanly to a single learning module Sensitive to agent selection bias
NPS (relationship) Likelihood to recommend the brand Reflects cultural change over months Slow to move, noisy in small samples
First-call resolution Operational efficiency Connects skill training to effort Often miscoded in legacy systems
Repeat contact rate Customer effort and clarity Strong leading indicator of churn Influenced by product complexity
Sentiment on transcripts Tone and language across interactions Captures soft-skill transfer Requires robust speech analytics

Survey design that reflects actual learning goals

Effective surveys start with the behaviour the training intended to change, then ask customers about their experience of that behaviour. A programme on empathetic communication for healthcare call handlers in Western Australia should produce a survey item about whether the agent listened carefully and explained options clearly, rather than a generic satisfaction rating. The closer the survey wording matches the learning objective, the more credible the attribution becomes.

Sampling matters as much as wording. Stratifying by agent tenure, shift, and previous satisfaction baseline prevents a small group of high performers from skewing the result. Australian organisations operating across multiple states should also account for regional variation: customers in regional Tasmania may report satisfaction differently from those in inner Sydney, even when service quality is comparable.

Integrating CRM signals with learning records

Connecting who attended which course to which customers they served is the unglamorous engineering work that makes measurement possible. Most Australian enterprises sit on rich CRM data in Salesforce or Microsoft Dynamics, alongside learning records stored in Cornerstone or SAP SuccessFactors. Joining these datasets through a unique employee identifier, with proper consent and privacy controls, allows analysts to compare satisfaction outcomes between trained and untrained cohorts.

The integration should respect the Australian Privacy Principles, which require that personal information be collected for a primary purpose and used only in ways the individual would reasonably expect. A data sharing agreement between HR and customer operations, with opt-out provisions, protects the organisation from later complaints to the Office of the Australian Information Commissioner.

A forecasting layer that anticipates adoption gaps

Predictive Evaluation adds a forward-looking dimension that traditional post-programme surveys cannot provide. Rather than waiting three months for results, the methodology models the likely adoption curve, expected behavioural change, and projected impact on key metrics, including customer satisfaction. This allows learning leaders in Canberra-based federal agencies and Sydney-based insurers alike to adjust delivery before scaling.

The methodology analyses design quality, learner readiness, managerial support, and reinforcement mechanisms, then weighs their influence on outcomes. When the analysis flags a probable weakness, designers can intervene with additional coaching or revised practice scenarios. Teams can review Predictive Evaluation in action to see the framework applied to a scaling programme.

Practical levers for sharper measurement

  • Anchor every learning objective to a specific customer-facing behaviour, then design the survey around that behaviour.
  • Build a control group by measuring satisfaction for teams that will be trained later in the rollout.
  • Stratify survey responses by tenure, location, and prior satisfaction baseline before drawing conclusions.
  • Reconcile CRM and LMS data through a governed pipeline that complies with the Privacy Act 1988.
  • Run a forecast at design stage and again after pilot, then compare predicted and actual outcomes.

A practical step that teams in Australia can take this quarter is to map one existing learning programme to the customer satisfaction metrics it was originally intended to influence, then request a forecast of likely adoption and impact using Predictive Evaluation. Starting with a single programme keeps the scope manageable while building the muscle to measure what training actually delivers.

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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