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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

Using Predictive Evaluation To Validate Microlearning Impact

Microlearning is now common in Australian organisations, from five-minute compliance refreshers to short leadership activities delivered through a mobile learning platform. Its appeal is clear: employees can learn between meetings in Sydney, during a regional shift change, or on a commute between Melbourne suburbs. Yet completion rates alone cannot prove that these brief interventions improve performance.

Predictive Evaluation offers a practical way to connect learning activity with business outcomes before a programme is fully scaled. By identifying the behaviours, conditions and measures that should change, organisations can test whether microlearning is likely to influence capability, adoption and return on investment.

Define The Performance Problem First

A short module should respond to a defined workplace problem, rather than simply fill a content gap. If call-centre staff are mishandling vulnerable customers, the issue may involve unclear procedures, poor system design or inadequate coaching—not a lack of information. A focused training needs analysis helps separate these causes.

Predictive Evaluation begins by mapping the desired business result to observable employee actions. For example, a safety micro-lesson might aim to increase correct pre-start checks, while a sales burst might target better discovery questions. This makes the evaluation meaningful before the first lesson is released.

Connect Microlearning With Daily Work

Microlearning has the strongest potential when it appears close to the moment of need. A retail employee may receive a product update before a weekend promotion, while a nurse may revisit a medication protocol before a shift. The content should be short, searchable and immediately applicable, with supervisors reinforcing the expected behaviour.

The Australian workforce is often distributed across metropolitan offices, remote sites and rotating rosters. A learning burst designed for a Brisbane office may not suit a fly-in fly-out mining team in Western Australia. Predictive measures should therefore account for access, device availability, roster patterns, digital confidence and manager support.

Choose Leading And Lagging Measures

Leading indicators show whether employees are engaging with the conditions required for change. These may include practice completion, knowledge checks, manager observations, workflow prompts and the speed at which a new process is adopted. They help identify weak implementation before business results are expected.

Lagging indicators show whether performance has improved. Depending on the intervention, these could include fewer safety incidents, improved customer resolution, lower rework, stronger retention or faster onboarding. A useful forecast specifies the connection between the leading and lagging measures instead of treating every activity as proof of impact.

Build A Predictive Evaluation Model

A practical model starts with a baseline. Capture current performance, existing confidence, error rates and relevant business costs before employees receive the microlearning. Then define a target range and the time period in which change should become visible.

The model should also record competing influences, such as a new software release, a policy change or seasonal demand. In Australia, privacy obligations under the Privacy Act 1988 matter when individual learning data is linked to performance records. Use aggregated reporting where possible, explain the purpose of data collection and restrict access to authorised people.

Track Adoption Beyond Completion

Completion is easy to count, but it is a weak proxy for transfer. An employee may finish a module on a mobile phone without recalling the key action or applying it under pressure. Evaluation should therefore test retrieval, practice and workplace use.

Signals That Support A Strong Forecast

  • Correct responses to realistic scenarios
  • Repeated use of a job aid or workflow prompt
  • Manager observations recorded after practice
  • Reduced time between learning and first application

Business Measures That Reveal Value

  • Fewer avoidable errors or incidents
  • Improved customer, quality or productivity results
  • Lower coaching, rework or compliance costs
  • Faster achievement of role proficiency

These signals become more credible when collected at several points: immediately after learning, during early application and after the behaviour has had time to affect operational results. Short pulse surveys can complement system data, but they should not replace evidence of changed performance.

Compare Evaluation Approaches

Different evaluation approaches answer different questions. Predictive Evaluation is especially useful when leaders need an early view of likely impact and a disciplined way to decide whether to scale a learning programme.

Approach Main question Useful evidence Limitation
Completion reporting Did people access the content? Enrolments, views, completions Says little about capability or results
Satisfaction survey Did learners value it? Ratings, comments, confidence Perception may not predict behaviour
Knowledge testing Did people understand it? Quiz and scenario scores Understanding may not transfer to work
Performance comparison Did results change? Baseline and follow-up metrics Can miss other causes of change
Predictive Evaluation Is the intervention likely to produce business value? Drivers, adoption signals, behaviour and outcome measures Requires clear assumptions and disciplined data

For an enterprise learning strategy, this approach helps leaders make proportionate decisions. A low-cost compliance burst may need a simple adoption forecast, while a national leadership programme may require cohort comparisons, manager evidence and financial modelling.

Make The Forecast Actionable

Evaluation findings should guide decisions about content, delivery and reinforcement. If employees understand the concept but do not apply it, the response may be manager coaching or a workflow redesign rather than another module. If usage is low in regional locations, offline access or roster-based reminders may matter more than rewriting the lesson.

Leadership development also requires careful diagnosis because behaviour is shaped by culture, incentives and role expectations. Before building a larger curriculum, decision-makers can review these leadership curriculum questions to clarify the capability that the organisation actually needs.

The strongest business case combines a modest forecast with transparent assumptions. It shows what should change, how quickly, what evidence will confirm progress and what action will follow if the forecast is wrong. Organisations seeking support with this work can discuss your evaluation with a learning consultancy experienced in linking training to measurable results.

Microlearning earns credibility when its brief format is matched by rigorous evidence. The key point to remember is that impact comes from validated behaviour change and business movement—not from a completed module alone.

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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