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

Training Delivery for Safer, More Efficient Manufacturing

Manufacturing training has to work where production actually happens: beside moving equipment, across noisy floors, during handovers, and within tightly managed shifts. A polished course can still fail if workers cannot apply it at the point of need or if supervisors see it as separate from daily output.

In Australia, effective delivery must account for WHS obligations, multilingual workforces, regional plants, FIFO rosters and the practical pressures of sites in places such as Geelong, Newcastle, Perth and Gladstone. The strongest programmes connect safe behaviour, technical capability and production performance rather than treating compliance as a box-ticking exercise.

Why Delivery Design Matters on the Plant Floor

A manufacturing workforce may include experienced tradespeople, labour-hire employees, apprentices, contractors and operators with different levels of English literacy. Classroom-only training often misses these differences. A blended approach can combine short demonstrations, coached practice, visual job aids, toolbox talks and digital learning bursts that fit around production schedules.

Delivery should also reflect the risk profile of each role. A forklift operator needs different practice from a maintenance electrician, while a team leader needs confidence in hazard escalation, coaching and incident response. Training designers can map capability to tasks, equipment and controls before selecting the format, duration and facilitator.

Supervisors are central to transfer. When they reinforce lockout/tagout procedures, correct unsafe shortcuts and recognise good practice during normal work, learning becomes part of the operating rhythm. The message should be practical and direct: “This is how we do the job safely here,” rather than a generic reminder delivered once a year.

Build Around WHS and Real Work

Australian sites operate under state and territory WHS frameworks, with requirements that vary across jurisdictions and industries. Training should align with local procedures, risk assessments, permits, emergency arrangements and consultation processes. A national organisation may need a consistent core programme with site-specific modules for each facility.

The learning environment must be designed for safe participation. Live equipment demonstrations require isolation controls, competent instructors and clear exclusion zones. Simulations, annotated photographs and controlled practice can be safer than asking new employees to learn beside active machinery. For remote or regional sites, offline resources and reliable escalation channels are essential when connectivity is limited.

Plain English helps, but it is not enough by itself. Use diagrams, translated key terms, captions, demonstrations and teach-back activities. Asking a worker to explain or show a procedure is more reliable than asking whether they understand it. This approach supports employees from different language backgrounds without lowering the required standard.

Balance Safety, Quality and Output

Efficiency should never mean rushing a safety process. The right measures show whether training improves the conditions that support reliable production: fewer equipment errors, less rework, stronger pre-start checks, faster fault identification and better reporting of near misses.

A useful evaluation model separates participation from performance. Completion data can show reach, while observation and operational metrics show whether capability has transferred. Predictive Evaluation can help organisations optimise learning paths by identifying which interventions are most likely to influence adoption and business results.

Delivery approach	Best use	Safety and efficiency benefit
Toolbox talk	Immediate site reminder or procedure change	Reinforces critical controls quickly
Demonstration and practice	Equipment, tools and high-risk tasks	Builds observable operating competence
Learning burst	Short knowledge refresh during shifts	Reduces downtime and supports retention
Coaching on the job	Behaviour change and supervisor capability	Connects learning with real performance
Scenario simulation	Emergency response and decision-making	Allows safe practice before a live event

The evaluation plan should be agreed before delivery begins. Define the expected behaviour, the evidence that will show adoption and the business indicator it should affect. This might include inspection quality, changeover time, first-pass yield or maintenance response, depending on the training purpose.

Make Shift-Based Learning Stick

Shift workers need equitable access to learning. Repeating sessions across day, afternoon and night shifts, paying attention to fatigue and avoiding unnecessary travel can improve attendance and credibility. In mining, food processing and heavy manufacturing, rosters may also involve camps or long commutes, so mobile-friendly resources and scheduled coaching can be valuable.

A “quick yarn” with a supervisor can be more effective than a long presentation when it focuses on one task, one hazard and one expected action. Local examples make the message memorable, whether the issue is wet-weather access in Tasmania, heat exposure in Western Australia or contractor coordination at a Queensland processing site.

Reinforcement should be planned over time. Use observation checklists, peer demonstrations, refresher bursts and feedback from maintenance or quality teams. If a procedure is difficult to follow because tools, signage or workflow are poorly designed, training alone will not solve the problem.

Connect Learning With Business Results

Learning leaders need evidence that training supports organisational priorities. That evidence may combine leading indicators, such as coaching frequency and hazard reporting, with lagging indicators, such as incidents, defects and lost-time injury rates. A balanced view avoids claiming that a single course caused every operational improvement.

Predictive evaluation also strengthens decisions about where to invest. Analysis can reveal whether a programme is reaching the roles that matter most, which sites need additional support and whether managers are enabling transfer. Perspectives on the strategic value of workforce capability can be explored through Laurie Bassi’s insights, particularly when leaders need to connect people data with commercial outcomes.

Credibility improves when results are shared in operational language. A plant manager may care about unplanned downtime and throughput, while a WHS leader may focus on control effectiveness and reporting quality. The learning team should translate evaluation findings for both audiences without hiding uncertainty or overstating results.

Practical Principles for Implementation

A disciplined rollout can make training easier to adopt across multiple facilities and work patterns. The following recommendations provide a workable foundation:

Map each learning objective to a specific task, hazard, behaviour and operational measure.
Involve operators, tradespeople, supervisors, WHS specialists and union or worker representatives early.
Use short, visual and practice-based formats that fit real shift patterns.
Prepare facilitators to manage different literacy, language and experience levels.
Build supervisor coaching and observation into the weeks after formal training.
Track adoption, performance and business outcomes rather than completion alone.
Review feedback and incident data regularly, then adjust the learning pathway.

Recognition from experienced learning professionals can help reinforce the value of rigorous measurement; book praise and perspectives offer useful context for organisations developing an evaluation culture.

The practical takeaway is straightforward: design every learning activity around the work, reinforce it through supervisors and measure the behaviour and operating result that matter. That is how a manufacturing programme becomes safer, more efficient and genuinely useful on the floor.

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.