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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

The Role of Continuous Feedback in Improving Training Adoption Rates

Training adoption rarely depends on the quality of a workshop alone. Employees are more likely to use new knowledge when they can test it in real work, receive timely guidance, and see that their feedback influences the programme. Continuous feedback turns learning from a one-off event into an ongoing business process.

For Australian organisations, this approach suits a workplace shaped by hybrid teams, dispersed workforces and practical time pressures. A manager in Brisbane, a sales team in Melbourne and a regional operations group in Western Australia may experience the same course very differently. Regular listening helps learning teams adapt content to those conditions while keeping capability development aligned with business outcomes.

Why Feedback Shapes Learning Behaviour

Feedback reduces the gap between attending training and applying it. A short check-in after a session can reveal whether employees understand the expected behaviour, have access to the right systems, or face approval processes that prevent them from using a new skill. Without this information, low adoption may be mistaken for low motivation.

The timing of feedback matters. A pulse survey on the same day captures clarity and relevance, while a manager conversation two weeks later can explore application. At the 30- or 60-day point, usage data and performance indicators provide stronger evidence of whether learning has become part of normal work.

Design Feedback Into The Learning Journey

Feedback should be collected at several points rather than added as an end-of-course survey. Before training, learners can identify confidence gaps and practical goals. During delivery, facilitators can adjust examples, pacing and activities. Afterward, managers can discuss obstacles and reinforce the behaviours the organisation expects.

This is especially valuable for leadership programmes. Different participants may need different ways to contribute, and an introverted leadership perspective can help designers create reflection time, structured discussion and alternatives to constant group participation. A broader range of voices produces better evidence about whether the programme works for the whole workforce.

Feedback Methods And Their Best Uses

A useful feedback system combines qualitative comments with behavioural and operational evidence. Learning management system data can show completion and assessment results, but it cannot confirm whether a new sales conversation, safety practice or coaching habit is being used. Managers, customers and workflow metrics can fill that gap.

Feedback method Best timing What it reveals Suitable Australian workplace example
Pulse survey Immediately after learning Relevance, confidence and clarity Hybrid teams across Sydney and Perth
Manager check-in Two to four weeks later Barriers to workplace application Coaching after a leadership workshop
Observation or peer review During daily work Visible behaviour change Safe work practices on a site
Performance data Monthly or quarterly Operational impact and adoption trends Contact centre quality or sales conversion
Intention measure Before and after training Likelihood of applying learning New process rollout across regional offices

A strong evaluation plan also respects the difference between intention and action. An employee may intend to use a skill but lack time, system access or manager support. Dave Basarab Consulting’s intention evaluation provides a useful way to examine that early signal before investing in wider rollout decisions.

Make Feedback Safe, Specific And Actionable

Employees give better feedback when they understand how it will be used. Anonymous channels can help with sensitive issues, while manager-led discussions are often better for solving practical barriers. Organisations should explain the purpose, protect personal information and report back on changes made as a result.

Australian employers also need to consider the Fair Work Act 2009 when training affects performance expectations, consultation or workplace change. In safety-related programmes, feedback should connect with work health and safety duties and local procedures rather than sit outside them. Clear questions such as “What prevented you from using this process?” produce more useful answers than a general satisfaction rating.

Practices That Encourage Honest Responses

  • Ask about observable behaviours rather than vague enjoyment.
  • Offer short mobile-friendly surveys for busy or field-based employees.
  • Give managers a simple discussion guide and follow-up date.
  • Separate feedback about the course from feedback about workplace barriers.
  • Share a brief “you said, we changed” update after each review cycle.

These practices build trust and reduce survey fatigue. They also help learning teams distinguish a content problem from a workload, technology or leadership problem.

Turn Feedback Into Adoption Decisions

Feedback has value when it leads to a visible decision. A learning team might revise a scenario, add a learning burst, provide a job aid, coach a manager or pause expansion until a system issue is fixed. Recording those decisions creates an evidence trail and prevents recurring comments from disappearing into survey reports.

Adoption measures should be agreed before delivery. Useful indicators may include completion of critical tasks, manager observation scores, customer outcomes, error rates or the speed at which employees use a new process. In Australia’s competitive labour market, this connection helps demonstrate that learning investment supports productivity, retention and capability rather than simply generating attendance figures.

Signals Worth Reviewing Regularly

  • Whether learners can explain the expected behaviour.
  • Whether managers reinforce the skill in regular one-to-ones.
  • Whether employees use the tools and resources provided.
  • Whether regional, remote and metropolitan groups show different results.
  • Whether business performance changes after adoption increases.

A quarterly review can bring these signals together, while shorter monthly checks keep corrective action timely. The practical standard is simple: collect feedback close to the moment of use, identify the barrier, make a targeted change and measure whether adoption improves.

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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