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 Impact of Training on Employee Retention

Employee retention is shaped by more than salary, workplace flexibility or a strong manager. People are also more likely to stay when they can see a future with their employer, build useful skills and receive support as their responsibilities change. Training plays a central role in that experience, but its value needs to be measured beyond attendance figures and satisfaction scores.

For Australian organisations, the connection between learning and retention can be particularly important. A business may be managing hybrid teams across Sydney and Melbourne, regional staff in Queensland, or fly-in fly-out workers supporting mining operations in Western Australia. Each group has different access, scheduling and career development needs.

A data-driven approach links learning activity with workforce outcomes. It examines whether employees adopt new practices, perform more effectively, gain internal opportunities and remain with the organisation. This creates a clearer view of how learning investment contributes to capability, engagement and workforce stability.

Training Approach	Likely Retention Effect	Useful Evidence
Mandatory compliance training	Protects baseline capability	Completion, assessment, incident trends
Role-based technical training	Builds confidence and performance	Time to proficiency, quality, productivity
Leadership development	Improves manager effectiveness	Team engagement, regrettable turnover
Career and capability programmes	Strengthens internal mobility	Promotions, transfers, retention by cohort
Learning bursts and reinforcement	Supports behaviour change	Adoption rates, usage data, performance indicators

Why Training Influences Employee Decisions

Employees often interpret development opportunities as evidence that an organisation is willing to invest in them. A structured pathway can make a role feel less temporary and provide a reason to pursue the next stage internally rather than look elsewhere. This is especially relevant in sectors where skilled workers can move readily between employers.

The relationship is rarely simple. Poorly designed training can create frustration, while generic content may signal that the organisation does not understand the realities of a particular role. Retention improves when development is relevant, accessible and connected to genuine opportunities, such as expanded responsibilities, accreditation or promotion.

Measuring The Retention Connection

A useful evaluation model begins with a clear business question: which employee groups are most likely to leave, and which capabilities or experiences could influence that decision? HR teams can compare trained and untrained cohorts while accounting for tenure, role, location, manager, pay band and employment type.

The timing of the analysis matters. Training may affect confidence and productivity within weeks, while internal mobility and retention changes can take months. A practical dashboard should track leading indicators, such as participation and application, alongside later outcomes, including absenteeism, performance and voluntary turnover.

Organisations can use adoption dashboards to connect learning behaviour with operational and workforce measures. This helps leaders identify whether a programme is producing sustained change rather than simply generating high completion rates.

Designing Learning For Australian Workforces

Australian employers often need to serve people working across large distances and varied conditions. A programme designed for a head office in Melbourne may not suit a nurse in regional New South Wales, a technician on a Queensland site or a FIFO supervisor travelling from Perth. Mobile access, offline resources, short learning bursts and supervisor reinforcement can make participation more realistic.

Workplace expectations also matter. Employees may respond better to practical language, examples drawn from local operations and facilitators who understand Australian industrial and organisational contexts. Training should fit around shift patterns, enterprise agreements, seasonal demand and the realities of balancing work with family or community commitments.

Features That Support Participation

Mobile-friendly resources for field and site-based teams
Short modules that fit between operational duties
Local examples, terminology and workplace scenarios
Manager-led reinforcement after formal sessions
Accessible delivery for remote and regional employees

The Role Of Managers And Leaders

The direct manager often determines whether learning becomes part of everyday work. A manager who discusses the new skill, provides opportunities to practise it and recognises progress can turn a course into a meaningful development experience. Without that support, employees may return to established routines within days.

Leadership development therefore has a retention effect beyond the individual participants. Better managers can improve feedback, psychological safety, recognition and career conversations across their teams. Specialist expertise in this area, including emotional intelligence development, can help leaders respond to employee needs with greater consistency and awareness.

For Australian organisations, this may be especially valuable where a supervisor manages a dispersed or multicultural workforce. Clear communication and fair access to development can reduce the perception that opportunities are reserved for people at head office.

Separating Correlation From Impact

Training participation and retention may appear connected without training being the actual cause. Employees who volunteer for development may already be more motivated, have stronger managers or hold roles with better career prospects. A credible evaluation process tests these factors rather than attributing every positive movement to the programme.

Useful comparisons include trained versus untrained employees, early adopters versus late adopters, and business units with strong versus weak manager reinforcement. Results should also be reviewed by demographic and workforce segments, while protecting privacy and avoiding assumptions about individuals.

Evidence Worth Tracking

Voluntary turnover at three, six and twelve months
Internal applications, promotions and lateral transfers
Time to proficiency for new or changed roles
Manager observations of behaviour adoption
Employee confidence and intent-to-stay measures

Turning Findings Into Workforce Decisions

The strongest organisations use evaluation findings to adjust learning, leadership and workforce planning together. If a programme improves confidence but has little effect on performance, the content or workplace conditions may need attention. If adoption is high in one region and low in another, delivery, manager capability or operational access may be the real issue.

Retention data can also guide investment decisions. A business may discover that targeted development for critical roles produces greater value than broad, one-off training. It may identify a need for clearer career pathways, better onboarding or coaching for frontline leaders rather than another catalogue of courses.

A practical approach is to establish a baseline before delivery, define the behaviours that should change, and review leading and lagging indicators at agreed intervals. The final measure is not how many people attended training; it is whether employees apply what they learned, see a viable future in the organisation and contribute more effectively over time.

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.