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

Spotting stale training: a data-driven approach to program redesign

Across boardrooms in Sydney and Melbourne, learning leaders are noticing that training initiatives rolled out two or three years ago are quietly underperforming. Skills gaps widen, frontline managers in Brisbane distribution centres see compliance refreshers failing to change behaviour, and senior executives in Perth resource companies wonder why leadership pipelines are drying up. When learning investment stops translating into measurable workplace performance, the cause is rarely a lack of effort. It is almost always a curriculum problem that nobody has diagnosed.

Pinning down which programs deserve a redesign, and which are simply ageing out, requires looking past completion certificates and smiling participant photos. It demands a clear reading of behavioural signals, commercial indicators and learning analytics that already exist inside the organisation. Done well, this kind of evidence-based audit saves budget, preserves credibility with the business, and keeps L&D teams focused on the work that actually moves the needle.

Treat training programs as living assets that need regular maintenance, much like machinery on a shop floor or software in a production environment. Using data to flag the weakest performers is a far more reliable path than relying on anecdote, executive opinion, or the loudest complaint. A framework built around predictive indicators rather than gut feel transforms redesign from a periodic scramble into a steady, evidence-led practice.

Signals your existing curriculum has lost its edge

When participants complete a course but revert to old habits within thirty days, the curriculum has lost its hold. Surveys show high satisfaction scores while post-training observations reveal no change in how a customer service advisor handles a difficult call, or how a warehouse supervisor delegates tasks. That dissonance between perception and performance is one of the clearest markers that a program is overdue for rethinking.

Another warning sign sits inside the metrics your LMS already captures. If completion rates climb while assessment pass marks fall, or if the same module repeats year after year with no improvement in applied competency, the content is no longer aligned with operational realities. In industries such as mining, hospitality and aged care across Australia, regulatory shifts and consumer expectations move quickly, and outdated scenarios cause learners to tune out.

Watch also for the tell-tale pattern of quiet disengagement, where managers stop sending new hires through the program because they have lost faith in its value. When enrolment numbers drift down despite stable headcount, the program has stopped being seen as essential.

Building a measurement framework for learning impact

Begin by mapping each training program to a specific business outcome, not a vague learning goal. A safety program on a Queensland construction site should sit alongside incident rates, while a customer onboarding module in an Adelaide bank branch should be measured against first-call resolution. Without this link, any data you collect becomes a pile of correlations with no clear story.

Adopt a balanced scorecard approach covering completion, engagement, application and commercial impact. This structure prevents the common trap of celebrating high attendance in a Melbourne contact centre while ignoring attrition trends. It also gives you an early-warning system that flags a specific course before it reaches total failure.

Core data sources to integrate into the scorecard:

LMS engagement logs and completion data
Manager observations recorded thirty and ninety days after training
Quality, safety or revenue metrics tied to the trained role
Voluntary feedback from participants and their direct supervisors
External assessment results from independent assessors

A robust framework leans on the Predictive Evaluation book insight, a methodology that triangulates leading indicators with downstream commercial results. The book outlines how to design measurement instruments before rollout, so success criteria are clear and underperformance is flagged early.

Engagement metrics that reveal hidden gaps

Watch how learners interact with the content itself. If a particular video is repeatedly skipped or a knowledge check is consistently failed on the third question, the design is the obstacle. These micro-signals accumulate quickly and surface long before overall course ratings drop.

Sentiment captured through post-session polls offers another window. Open-ended responses that mention "boring", "outdated" or "not relevant" point to alignment issues rather than learner disengagement. A Western Sydney retailer dealing with seasonal product changes needs scenarios that reflect the current catalogue, not last year's stock.

Equally important is tracking the gap between voluntary and mandatory participation. When learners pay attention to optional resources but click away from mandatory assessments, motivation is intact but the program structure misaligns with their day-to-day challenges.

Connecting skill outcomes to business results

Quantitative evidence beats intuition every time. Tie sales training outcomes to revenue per full-time equivalent, link management development to employee retention in regional offices, and connect compliance refreshers to audit findings. The closer each program sits to a commercial metric, the easier it becomes to defend, refine or retire it.

In the Australian market, organisations in retail, financial services and resources are increasingly judged by regulators and shareholders on workforce capability, not just financial outcomes. A program that cannot demonstrate a connection to productivity, safety or customer loyalty will struggle to remain funded.

Early warning indicators of program decline

Leading indicators predict underperformance long before year-end reviews surface the problem. Several patterns warrant attention.

Diagnostic signals worth tracking:

Declining pre-course confidence scores among participants who were previously confident
Falling average assessment scores across three successive intakes
Rising time-to-competency for learners moving from classroom to on-the-job application
Increasing requests for one-on-one coaching after formal training ends
Negative sentiment clustering around specific topics in open-text feedback

When two or more of these patterns appear together, a redesign review is warranted. Acting on a single signal can lead to premature conclusions, but converging evidence gives L&D leaders the mandate they need to act decisively without waiting for the program to collapse entirely.

Practical steps for a targeted redesign

Pull a cross-functional team together: an instructional designer, a frontline subject matter expert, a commercial sponsor and a data analyst. Their combined view guards against redesign that looks attractive on paper but ignores operational constraints, such as FIFO rosters in the Pilbara or production deadlines in a Brisbane food plant.

Audit the existing content against current workplace scenarios, not the scenarios that existed when the program was built. Invite participants to map what they actually do against what they were taught, then bridge the gap with updated case studies, branching scenarios, or short performance-support resources delivered at the moment of need.

Before launching the revised version, run a small pilot with a representative group. Compare their performance metrics against a control group still using the legacy material. The pilot data tells you whether the redesign is worth scaling or whether further iteration is required.

Sustaining continuous improvement through ongoing analysis

Redesign is not a one-off rescue mission. Treat each program as a product with a lifecycle, and schedule quarterly reviews of the same diagnostic metrics. Build dashboards that your L&D team and business sponsors can both read, so conversation stays grounded in evidence rather than opinion.

Encourage a culture where participants expect their learning experience to evolve. In Australian workplaces facing rapid technological change, automation, and shifting customer expectations, yesterday's training quickly becomes tomorrow's liability. Programs that are monitored, measured and refreshed on a predictable cycle stay relevant and continue to deliver value.

Thought leaders such as Larry Ackerman have written about the organisational change required for any training initiative to land, reinforcing that data alone is never enough; it must be paired with leadership commitment and a willingness to act on what the numbers reveal.

The clearest takeaway is this: training programs that quietly underperform rarely fail because of poor delivery. They fail because nobody was watching the diagnostic signals. Building a disciplined, evidence-led review process turns hidden weakness into visible opportunity and keeps learning investment tightly connected to the outcomes the business actually needs.

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.