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

Why custom training needs change management as well

Custom training is often commissioned to solve a capability gap: a new system, safety requirement, leadership expectation or service standard. Yet a well-designed course cannot guarantee that employees will use new knowledge when they return to work. Adoption depends on the surrounding environment, including manager behaviour, workflow design, incentives and access to practical support. Learn more about Adoption Evaluation.html.

This matters across Australia, where organisations may coordinate employees in Sydney, Melbourne, Brisbane, Perth and regional locations. A programme that works in a face-to-face workshop may need different delivery methods for hybrid teams, remote sites and employees working across rotating shifts.

Australian employers also operate within clear obligations around workplace health and safety, privacy and employment conditions under the Fair Work Act 2009. Training may explain a requirement, but change management helps people apply it consistently without creating confusion about roles, reporting or accountability.

The strongest learning strategies therefore connect instructional design with implementation planning. They treat training as one part of a broader business change, supported by communication, leadership reinforcement, measurement and timely adjustments.

Why course completion is not adoption

Completion records show that people attended or finished a module. They do not prove that a frontline employee can use a new process, that a manager will coach it, or that customers will experience a better outcome. Custom content can be accurate and engaging while still failing to change daily habits.

Change management closes this gap by identifying what must shift before, during and after delivery. This can include approval pathways, team routines, technology access, performance expectations and local leadership practices. The learning intervention then becomes part of an operating model rather than an isolated event.

Start with the business change

Instructional designers need a clear description of the business result before writing learning objectives. If the goal is fewer safety incidents, the project should define the behaviours, controls and reporting practices linked to that result. If the goal is faster adoption of a customer relationship platform, it should specify which tasks must be completed accurately and how often.

This approach is particularly valuable in the Australian market, where a national organisation may need consistent standards while allowing a mining site in Western Australia, a hospital in Victoria and a corporate office in New South Wales to handle different working conditions. A shared outcome can coexist with locally relevant scenarios and delivery arrangements.

Involve managers before launch

Employees take cues from their direct managers. If supervisors continue rewarding old practices, skip the new workflow or describe the programme as optional, even high-quality training will struggle. Managers should receive practical briefings, talking points and coaching guidance before employees enter the learning experience.

They also need a role after delivery. Short team discussions, observation checklists and scheduled follow-ups make the expected behaviour visible. In a hybrid workplace, this may include digital coaching and manager check-ins rather than relying on informal conversations around an office floor.

Design reinforcement into the experience

A full-day workshop can create awareness, but spaced reinforcement is usually better for retention and transfer. Short practice tasks, job aids, scenario-based refreshers and targeted reminders help employees apply learning at the moment of need. Dave Basarab’s guidance on microlearning campaigns is relevant when organisations need to replace a single event with a sustained learning journey.

Reinforcement should reflect real work. A payroll team might practise handling an exception in its actual system, while a retail team could rehearse a customer conversation during a busy trading period. Content should also account for everyday Australian work patterns, such as early starts, split shifts, travel between sites and limited screen time for frontline staff.

Measure behaviour and business impact

Evaluation should begin before delivery, not after the final survey. Baseline data might include error rates, rework, customer complaints, safety observations, sales conversion or time to proficiency. Pre- and post-training assessments can help establish whether capability has changed, as explained in this resource on training assessments.

A useful evaluation model also separates learning from adoption and results. If employees understand the process but do not use it, the issue may be system friction, manager reinforcement or competing priorities. Predictive Evaluation can help organisations forecast likely adoption and connect evidence to expected return, rather than waiting months to discover that a programme had little operational effect.

Account for risk, fairness and local context

Change initiatives should consider the legal and ethical environment in which training operates. Workplace health and safety expectations may require consultation, documented competence and clear escalation routes. Privacy considerations matter when learner activity, assessment results or performance data are collected. Employment conditions may also affect when and how training is scheduled and paid.

Communication needs the same care. Employees are more likely to trust a programme when leaders explain why the change is needed, what will be different and how support will be provided. In a tight Australian labour market, respectful implementation can also protect engagement by showing that capability development is connected to practical work rather than being another compliance exercise.

Align the delivery model with readiness

A learning rollout should be staged according to organisational readiness. A pilot with one team can reveal confusing instructions, inadequate system permissions or manager concerns before a national launch. Feedback should lead to visible changes, demonstrating that participation has a purpose.

The delivery mix may include instructor-led sessions, virtual classrooms, coaching, learning bursts and performance support. The right choice depends on risk, complexity, workforce access and the time available for practice. Customisation is valuable when it reflects those realities, rather than simply adding an organisation’s logo to generic content.

Training-only approach	Integrated change approach
Focuses on course completion	Focuses on adoption and business outcomes
Measures knowledge or satisfaction	Measures behaviour, performance and return
Treats managers as recipients	Equips managers to reinforce the change
Uses one standard delivery format	Matches delivery to roles, locations and work patterns
Ends when the course is complete	Continues through practice, coaching and evaluation

Custom training delivers greater value when it is supported by deliberate change management. The immediate next step is to map the target workplace behaviour, its business measure and the manager actions required to reinforce it.

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.