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’s Impact on Confidence and Competence

Training creates value when employees can apply new knowledge with greater assurance and consistency. Confidence reflects a person’s willingness to act, make decisions and seek support; competence shows whether they can perform the required task to an agreed standard. Measuring both gives leaders a clearer view than attendance figures or end-of-course satisfaction scores.

For Australian organisations, this distinction matters across very different working environments. A finance team in Sydney, a mining crew near Kalgoorlie and a health service in regional Queensland may complete similar learning, yet face different systems, risks and performance expectations. A useful evaluation approach connects learning activity with observable workplace results.

What to measure	Useful evidence	Business meaning
Confidence	Self-efficacy ratings, willingness to attempt tasks, manager observations	Readiness to apply learning
Competence	Assessments, simulations, quality scores, task completion	Ability to perform reliably
Adoption	Use of new tools, processes or behaviours	Whether learning transfers to work
Impact	Productivity, safety, customer or compliance outcomes	Contribution to organisational goals

Separate Confidence From Capability

Confidence is an important leading indicator, but it is not proof of skill. An employee may feel comfortable using a new customer relationship system while still entering incomplete information. Conversely, a capable employee may report low confidence after a major process change and avoid using the skill without reassurance.

Evaluation should therefore combine a short confidence pulse with practical evidence. Ask employees how prepared they feel before and after learning, then compare their responses with scenario-based tests, observed performance or work samples. Managers can add useful context by recording whether people attempt the behaviour independently, require prompting or coach colleagues.

The wording should suit the workforce. In Australia, a quick “how confident are you to do this on the job?” prompt may produce more candid responses than formal language. For frontline teams, a brief check during a toolbox talk can be more reliable than a lengthy survey completed weeks later.

Build A Baseline Before Learning

A credible measurement process starts before the programme launches. Establish the current level of confidence, error rates, time to complete tasks, customer feedback, safety incidents or other relevant indicators. Without a baseline, a higher post-training score has little meaning because there is no clear point of comparison.

Use a blend of quantitative and qualitative evidence. A contact centre might track first-call resolution and escalation rates alongside employee confidence in handling difficult conversations. A construction business could compare safe-work observations with workers’ confidence in applying a revised procedure. In a university or hospital, capability may be demonstrated through simulations, supervision records and compliance data.

The baseline should also reflect local operating conditions. FIFO rosters, regional connectivity and multilingual teams can affect participation and transfer. If employees in Perth, Brisbane and remote sites receive different levels of manager support, the evaluation should record that context rather than treating every result as equivalent.

Measure Transfer In The Flow Of Work

The real test begins after the course. Track whether employees use the new behaviour in normal work, how frequently they use it and whether performance improves. Short follow-up checks at 30, 60 and 90 days can reveal whether confidence is becoming sustained competence or fading after the initial learning event.

Learning bursts can help maintain momentum when work is mobile, shift-based or fragmented. A short scenario, reminder or practice activity delivered at the right moment may reinforce a critical behaviour more effectively than another full-day workshop. Guidance on mobile-first learning bursts is especially relevant for distributed Australian workforces that rely on phones and tablets in the field.

Managers have a central role in transfer. They can observe a task, provide specific feedback and create opportunities for practice. A simple observation record might capture whether the employee completed the behaviour, how much support was needed and whether the result met the required standard.

Link Evidence To Business Results

Confidence and competence become strategically useful when connected to business measures. If a leadership programme aims to improve performance conversations, relevant indicators might include the timeliness of one-to-ones, employee retention, action-plan completion and team engagement. If training supports a new digital workflow, adoption, processing time and rework may be more meaningful than course completion.

Choose a small number of measures that decision-makers already understand. Five useful metrics can help learning teams create a balanced view across participation, adoption, capability and results. The goal is not to claim that training alone caused every improvement, but to show a defensible relationship between the intervention and movement in performance.

Australian organisations should also consider regulatory and workforce obligations. A safety programme may need evidence of demonstrated capability rather than attendance, while privacy requirements affect how individual evaluation data is collected and reported. Aggregate reporting can protect employees while still showing whether capability is improving across sites, roles or business units.

Use Findings To Guide Investment

Evaluation is most valuable when it changes decisions. If confidence rises but competence remains flat, learners may need more practice, better job aids or manager coaching. If competence improves but adoption remains low, the barrier may be system design, workload, incentives or leadership behaviour rather than the learning content.

Predictive methods can strengthen decisions before large budgets are committed. By examining the size of the performance gap, the number of affected employees, operational readiness and likely business value, leaders can prioritise initiatives with the strongest potential return. Predictive evaluation provides a way to forecast likely adoption, impact and return before relying solely on retrospective reporting.

The most reliable approach treats confidence as an early signal, competence as demonstrated ability and business impact as sustained improvement. When these measures are collected across the employee journey, training evaluation becomes a practical management tool. What readers should remember is simple: confidence shows readiness, competence shows performance, and meaningful impact appears when both lead to better work.

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.