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

The consultant’s guide to auditing a client’s current learning ecosystem

A learning ecosystem audit shows how an organisation builds capability, supports performance and determines whether development investment is producing meaningful results. It goes beyond reviewing a training catalogue. The work involves examining strategy, technology, content, leadership support, learner behaviour, governance and business outcomes as one connected system. Learn more about Seven Questions To Ask Before Designing A Leadership Curriculum.html.

For consultants, the value lies in turning scattered observations into a reliable picture of how learning operates today. A client may have a modern learning management system, a strong leadership programme and generous development budgets, yet still struggle with inconsistent adoption, poor manager involvement or limited evidence of impact.

In Australia, the audit must also reflect operational realities such as dispersed regional workforces, fly-in fly-out teams in mining and energy, compliance requirements under Work Health and Safety legislation, and different capability needs across Sydney, Melbourne, Brisbane and remote locations. Context determines whether a learning solution is practical.

Audit area	Evidence to examine	Typical risk
Strategy	Business priorities, capability frameworks, workforce plans	Learning activity lacks direction
Experience	Learner journeys, access, relevance, support	Employees do not complete or apply learning
Delivery	Facilitators, digital tools, scheduling, resources	Inconsistent quality across locations
Measurement	Adoption, performance data, business metrics	Value is reported through attendance alone
Governance	Ownership, funding, standards, review cycles	Programmes become fragmented

Establish the audit scope

Begin by agreeing what the client wants to understand and why the review is being commissioned. The scope might cover the whole enterprise, a business unit, a leadership pathway or a high-risk capability such as safety, cyber security or frontline supervision.

Clarify the time period, stakeholder groups, systems and programmes included. Establish decision rights early so findings can be connected to action. A chief people officer may want a portfolio view, while an operations leader may need evidence about whether employees can perform a task safely after training.

Map the learning landscape

Create an inventory of formal, informal and experiential learning. Include classroom courses, virtual workshops, e-learning, coaching, mentoring, communities of practice, job aids, induction, accreditation and on-the-job practice. This often reveals duplicated content and unsupported capability gaps.

Interview representatives from people and culture, information technology, operations, risk, line management and employee groups. In Australia, include regional sites and shift-based workers rather than relying only on head-office perspectives. A programme designed in Melbourne may be difficult to access for a team working remotely in Western Australia.

Evidence worth collecting

Enterprise learning strategy and capability frameworks
Course catalogue, completion data and evaluation reports
Learning management and experience platform configuration
Interview notes from leaders, managers, facilitators and learners
Content standards, accessibility guidance and approval processes

Test strategic alignment

Compare the learning portfolio with current business priorities, workforce risks and expected future capability. Every major programme should have a clear audience, performance problem, sponsor and reason for investment. If a course exists because it has always existed, that is an important audit finding.

Examine whether learning objectives describe observable workplace performance. A leadership course may promise confidence or inspiration, while the business needs better rostering, incident conversations or retention of skilled employees. The strongest audits expose this gap without treating it as a simple content problem.

Before reviewing a leadership pathway, consultants can use leadership curriculum questions to test whether the programme reflects actual leadership responsibilities and organisational expectations.

Examine the learner experience

Trace the journey from discovery to application. Assess how employees find learning, enrol, prepare, participate, practise and receive reinforcement. Look for friction such as unclear navigation, excessive approvals, inaccessible formats or scheduling that ignores operational demands.

Review inclusion and accessibility across devices, languages, work environments and digital confidence levels. Australian organisations may need solutions for employees using shared terminals, travelling between sites or working under enterprise agreements with defined roster patterns. A short mobile resource can be more useful than a lengthy module that is impossible to complete during a shift.

Assess delivery and support

Audit the quality of facilitators, instructional design, learning technology and local implementation. Observe sessions where possible and compare delivery guides with the experience employees actually receive. Check whether trainers have current subject knowledge and whether subject matter experts are being asked to teach without adequate support.

Managers are a critical part of the ecosystem. Determine whether they know what employees are learning, have tools to reinforce it and are held accountable for creating opportunities to practise. Coaching programmes deserve particular scrutiny, and Predictive coaching analytics can help connect participation and behaviour change with measurable outcomes.

Measure adoption and business impact

Separate activity measures from evidence of value. Registrations, attendance and completion rates describe reach, but they do not prove transfer. Add measures such as confidence, observed behaviour, productivity, quality, safety performance, customer outcomes, internal mobility or retention where relevant.

Use a measurement chain that begins with adoption and extends towards business results. Establish a baseline, identify comparison points and agree when data will be reviewed. Predictive evaluation is useful when a client needs an early view of likely impact before waiting for a long annual reporting cycle.

Signals that need closer investigation

High completion with low manager-observed application
Strong learner satisfaction but no operational improvement
Repeated enrolments in courses covering the same capability
Significant variation between sites, teams or business units
Learning spend concentrated on low-priority topics
Declining participation after launch communications end

Turn findings into a practical roadmap

Present findings by consequence rather than by department. Explain which issues affect performance, employee experience, compliance, cost or strategic readiness. Distinguish quick corrections, such as improving navigation, from structural work, such as redesigning governance or replacing an unsuitable platform.

Give the client a sequenced roadmap with owners, dependencies, measures and investment assumptions. Prioritise changes that strengthen the whole ecosystem: clearer demand planning, better manager enablement, fit-for-purpose design, consistent data and disciplined evaluation.

A sound audit leaves leaders with a shared view of what is working, what is creating friction and what should happen next. The practical takeaway is to connect every recommendation to a business need, a learner behaviour and an observable measure of progress.

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.