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

Using Employee Feedback Loops to Refine Custom Training Modules

Custom training modules become more effective when they are treated as working products rather than finished documents. Employee feedback reveals where instructions are unclear, examples feel unrealistic, activities take too long, or the content fails to support decisions made on the job.

For Australian organisations, this matters across very different workplaces. A module designed for a head office in Sydney may not suit a mining crew in Western Australia, a regional health service, or a hybrid team split between Melbourne and Brisbane. A structured feedback loop connects learner experience with observable performance, helping learning teams refine content while keeping business outcomes in view.

Feedback approach	Best timing	What it reveals	Possible refinement
Pilot group interviews	Before launch	Confusing language and missing context	Rewrite explanations and examples
In-module confidence checks	During learning	Misunderstood concepts	Add practice or coaching
Short pulse surveys	Immediately after	Relevance and usability	Adjust length, format, or sequence
Manager observations	Two to six weeks later	Workplace application	Add job aids or manager prompts
Performance data	After implementation	Business impact	Retain, replace, or scale content

Start With The Decisions Learners Must Make

Feedback is most useful when it is tied to a specific performance requirement. Before revising a module, identify the decisions, behaviours, or conversations employees must handle after training. A vague aim such as “improve communication” produces vague comments, while a defined outcome such as “run a safe pre-start briefing” gives reviewers something concrete to assess.

Invite a small but representative pilot group to work through the module. Include experienced employees, recent starters, supervisors, and people from different locations where relevant. In a FIFO operation, for example, feedback from a Perth-based coordinator may differ from that of a worker completing the module at a remote site. Dave Basarab Consulting supports this broader connection between learning design, capability and organisational results.

Ask participants to mark moments where they hesitate, guess, skip, or search for additional information. These behaviours often provide better evidence than a satisfaction score. A learner may rate a module highly because it is polished, yet still be unable to apply it during a busy shift.

Collect Feedback At Several Points

A single end-of-course survey creates a narrow view of the learner experience. Effective feedback loops collect signals before, during and after training. Early reviews test whether the content reflects real work; in-course checks expose misunderstandings; later conversations show whether people have changed what they do.

Use short prompts that produce actionable evidence. “Which section was least useful?” is less valuable than “Where would you need a supervisor, system prompt, or example to complete this task?” In learning bursts, a one-minute confidence check can identify a weak concept before it becomes embedded in practice.

Managers are an important part of the loop. They can report whether employees use a new process, avoid a common error, or need repeated prompting. In Australian workplaces, a quick discussion during a toolbox talk can provide practical observations that a formal survey misses, particularly when employees have limited desk time.

Turn Comments Into Design Decisions

Feedback should be grouped into themes rather than handled as isolated opinions. Sort comments into categories such as accuracy, relevance, accessibility, pace, assessment difficulty, and workplace transfer. Then compare those themes with completion data, assessment results, help-desk queries, quality measures, or safety observations.

Not every request requires a rewrite. If several learners ask for more detail but already perform the task correctly, a downloadable reference may be enough. If learners consistently misunderstand a critical step, the module may need a new scenario, demonstration, practice activity, or assessment item. This distinction protects the learning experience from becoming overloaded.

Stakeholder feedback also needs careful interpretation. A subject-matter expert may want every exception included, while employees need a clear path through the most common situations. When leaders question whether refinement is worth the investment, these training ROI concerns can be addressed by linking changes to adoption, performance and operational measures rather than preferences alone.

Design For Australian Work Contexts

Local context should appear in examples, terminology, scenarios and delivery choices. A customer service module may need to reflect Australian consumer expectations and plain-speaking workplace language. A leadership module for a dispersed workforce may need situations involving roster changes, fatigue management, industrial relations, or communication between metropolitan and regional teams.

Accessibility also requires practical consideration. Employees may complete training on a shared device, during a short break, or with inconsistent connectivity in rural and remote areas. Shorter screens, downloadable resources, captions, mobile-friendly activities and printable job aids can make a greater difference than adding more animated content. In some organisations, alignment with enterprise agreements, internal policies and state-based requirements will also shape the module.

Use pilot feedback to test whether the tone feels credible. Australian learners often respond poorly to examples that sound overly corporate or imported from another market. A scenario using familiar language, realistic workplace constraints and recognisable roles is more likely to support participation and transfer.

Close The Loop With Evidence

Every revision should have a recorded reason. Maintain a simple change log showing the feedback source, the issue identified, the design response, the owner and the expected effect. This creates traceability for governance and helps instructional designers avoid reopening settled decisions without new evidence.

After relaunch, monitor whether the change produced the intended result. Compare confidence, assessment performance, completion patterns, manager observations and relevant business measures. The most useful custom training modules evolve through this cycle: listen, interpret, revise, test and measure. Guidance on design and delivery methods can support a consistent process across different programmes and learner groups.

Begin with one module, select a representative pilot group, and schedule a 30-minute review of learner comments, manager observations and performance data before making the next revision.

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.