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

The Intersection of Instructional Design and Change Management

Instructional design and change management work best as one coordinated discipline. A learning program may be technically excellent, yet still fail if employees do not understand the reason for change, trust the process, or have enough support to apply new behaviours at work.

For Australian organisations, this connection matters across very different operating environments. A national workforce may span Sydney, Melbourne, Brisbane and Perth, while mining, construction, health and logistics teams may include fly-in fly-out employees, shift workers and contractors. Effective capability building must therefore connect sound learning science with the realities of adoption.

Instructional design focus	Change management focus	Shared outcome
Defines what people need to know and do	Builds readiness and commitment	Employees can act with confidence
Creates practice and feedback	Removes barriers to new behaviour	Skills transfer into daily work
Organises content around job performance	Aligns leaders, systems and incentives	Learning supports business results
Measures capability and retention	Tracks adoption and organisational impact	Investment can be evaluated credibly

Start With the Business Change

Instructional designers should begin with the operational shift, not with a list of course topics. What will be different after implementation? Which decisions, conversations, processes or customer interactions must improve? These questions clarify the performance requirements and prevent training from becoming a general information exercise.

Change leaders bring an equally important perspective by identifying affected groups, sponsors, informal influencers and likely sources of resistance. A new digital workflow may be simple for head-office staff but difficult for regional teams with limited connectivity. A leadership program may need to reflect the practical expectations of Australian managers, including direct communication, a preference for a fair go and resistance to corporate language that feels detached from daily work.

Business acumen helps connect these viewpoints. A useful perspective can be found in Dr Phil Young’s business acumen, particularly when learning objectives must be linked to commercial priorities rather than treated as isolated educational outcomes.

Design For Readiness And Relevance

A change-ready learning experience explains why the shift matters, what employees are expected to do and how the new behaviour will make work better or safer. It uses realistic scenarios, guided practice and feedback instead of relying on presentations or policy summaries. The content should reflect the language, systems and constraints employees encounter on the job.

Audience analysis is essential when groups have different levels of authority, technical confidence or exposure to the change. A frontline worker may need a short decision aid, while a supervisor needs coaching tools and the ability to reinforce standards. Leaders require a clear narrative so they can answer concerns consistently and model the new approach.

This is especially important in geographically dispersed organisations. A team in Perth may operate under different rostering pressures from one in Melbourne, while regional and remote employees may have limited access to scheduled sessions. Blended learning, mobile resources and manager-led reinforcement can make participation more practical without lowering the standard of the experience.

Make Adoption Part Of The Learning Journey

Training is an event; capability adoption is a process. Learners need opportunities to practise, apply, discuss and revisit new knowledge after formal delivery. Managers play a central role by setting expectations, observing performance and recognising progress. Without this workplace reinforcement, employees often return to familiar habits, particularly when systems, targets or incentives remain unchanged.

Short, focused learning can support this transition when it is tied to a specific behaviour. Research on learning bursts and retention shows why brief reinforcement can help people retrieve and use knowledge over time. These interventions might include a five-minute scenario before a team meeting, a field-based checklist or a weekly coaching prompt.

Change management adds the surrounding conditions: sponsor visibility, clear communications, peer support and removal of operational obstacles. For FIFO crews, shift-based teams and busy customer-facing environments, learning bursts can be scheduled around work patterns rather than assuming everyone can attend a long classroom session at the same time.

Measure Behaviour And Business Impact

Attendance, completion rates and learner satisfaction are useful but incomplete. They indicate reach and immediate reaction, not whether capability has changed or business performance has improved. A stronger evaluation approach connects learning outcomes with observable behaviours, operational indicators and commercial results.

Predictive Evaluation provides a way to forecast likely adoption and impact before substantial resources are committed, then test those assumptions after implementation. Measures might include quality scores, sales conversion, safety observations, time to competence, customer complaints or manager assessments. The right indicators depend on the change and should be established during design.

Practical Decisions That Strengthen Adoption

Define the target behaviour in observable, job-related terms.
Involve managers and subject matter experts before content development.
Build practice around Australian workplace scenarios and real operating constraints.
Provide reinforcement through coaching, learning bursts and performance support.
Track adoption, capability and business outcomes rather than completion alone.
Review data with sponsors and adjust the intervention when barriers emerge.

What Organisations Should Remember

The strongest learning strategies treat instructional design and organisational change as connected work. Design explains how people will build capability; change management creates the conditions in which that capability can be used consistently. Both disciplines must account for leadership behaviour, workplace systems, local context and the time required for habits to develop.

For organisations seeking to align enterprise learning with measurable results, discussing your learning needs can help clarify the right combination of strategy, custom development, leadership support and evaluation. The essential point to remember is that learning creates value when people are prepared, supported and able to use it where work actually happens.

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.