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 Learning Strategy Needs a Quarterly Reset

A learning strategy should be reviewed quarterly, not annually, because business priorities, workforce capability and operating conditions can shift well before a twelve-month plan reaches its final milestone. An annual review may provide a neat planning cycle, but it can leave organisations investing in programmes that no longer address the most important risks or performance gaps.

Quarterly review does not mean rebuilding the entire learning function every three months. It means checking whether the strategy still supports commercial goals, customer expectations, technology changes and workforce needs, then making targeted adjustments. This creates a practical connection between learning activity and business results.

Strategic Assumptions Age Quickly

Annual plans often rely on assumptions about growth, roles, systems and customer demand. Those assumptions can change after a restructure, a new technology rollout, a shift in regulation or a change in the competitive landscape. A quarterly checkpoint gives leaders a chance to test the original logic before resources become locked into outdated priorities.

Australian organisations operate across varied markets, from financial services in Sydney to resources, health and logistics across regional areas. A capability plan designed for office-based teams in Melbourne may be poorly suited to dispersed employees, frontline workers or teams managing seasonal demand. A shorter review cycle helps learning leaders account for these differences.

Business Priorities Move Between Planning Cycles

Quarterly business reviews usually reveal useful signals: sales performance, customer complaints, safety events, employee turnover and project delivery delays. These indicators can show where capability is affecting results. If a new process is producing errors, the response may require performance support, manager coaching or targeted practice rather than a broad catalogue of courses.

Australia’s employment environment also rewards careful timing. Changes involving working arrangements, consultation or employee conditions may need to align with obligations under the Fair Work Act 2009 and relevant awards. A quarterly learning review can identify whether managers need updated guidance before a policy or workplace change is implemented.

Evidence Makes the Review More Valuable

A strategic review should combine business data with learning data. Completion rates alone rarely show whether employees can apply a skill or whether the skill has improved performance. Stronger evidence may include time to proficiency, quality measures, sales conversion, safety outcomes, manager observations and employee confidence.

Predictive Evaluation provides a useful way to forecast adoption, impact and return on investment before a programme is fully deployed. This allows an organisation to compare likely value across initiatives and decide where to scale, redesign or stop. Quarterly reviews become more credible when recommendations are based on evidence rather than attendance figures or stakeholder preference.

Different Cadences Serve Different Purposes

A quarterly strategy review is not the same as delivering every programme quarterly. Strategy needs regular direction-setting, while learning assets and interventions can run on schedules suited to their audience, risk and business purpose.

Review cadence	Best use	Typical evidence	Likely decision
Monthly	Operational monitoring	Attendance, access, learner issues	Fix delivery friction
Quarterly	Strategic alignment	Business metrics, adoption, capability gaps	Adjust priorities and investment
Half-yearly	Portfolio assessment	Programme performance and demand	Scale or redesign major initiatives
Annually	Long-range planning	Workforce outlook and budget assumptions	Set broad direction and funding

This rhythm is particularly useful for hybrid workplaces, where employees may split time between home, offices and client sites. Everyday patterns such as long commutes in Sydney or Melbourne, variable connectivity in regional areas and shift work can affect participation. Reviewing delivery data every quarter helps organisations respond to how work is actually performed.

A Flexible Portfolio Beats a Fixed Catalogue

A healthy learning portfolio usually contains several layers: foundational compliance, role-based capability, leadership development, performance support and short interventions for immediate needs. The mix should change as business priorities change. Keeping every course active because it was approved in last year’s plan creates cost without necessarily creating capability.

Short, targeted learning can be valuable when employees need a specific behaviour quickly. Research on learning burst economics can help leaders assess when brief interventions may provide better value than a large traditional programme. The decision should still consider complexity, practice requirements and the level of support managers can provide.

Practical Checks for Each Quarter

A repeatable review makes the process easier to govern and less dependent on individual enthusiasm. The following checks can keep the conversation focused on outcomes:

Reconfirm the organisation’s three to five most important business priorities.
Identify capability risks linked to customer, operational, safety or growth outcomes.
Compare planned learning activity with evidence of adoption and workplace application.
Review participation across locations, roles, employment types and accessibility needs.
Check whether regulatory, technology or process changes require updated support.
Reallocate funding towards interventions with stronger predicted or demonstrated value.
Agree on owners, measures and deadlines for the next quarter.

The review should end with a small number of explicit decisions. For example, a leadership programme may be expanded in Brisbane after evidence of improved team performance, while a low-adoption compliance module may be redesigned into manager-led practice. Clear decisions prevent the meeting from becoming a general discussion about learning preferences.

Turn Quarterly Reviews Into Better Decisions

A quarterly cycle works best when the learning team is involved in business conversations before needs become formal training requests. Partnering with finance, operations, people and culture, technology and frontline leaders creates a fuller picture of performance. It also helps distinguish a knowledge gap from unclear processes, weak systems or insufficient managerial support.

A specialist partner such as Dave Basarab Consulting can help connect enterprise learning strategy, instructional design, leadership development, learning bursts and delivery with measurable business outcomes. The goal is a learning function that can adapt without becoming reactive, using evidence to protect investment and improve capability.

Schedule the next 90-minute review with business, people and culture, and operational leaders, then bring one page showing current priorities, capability risks, adoption evidence and the three investment decisions required for the coming quarter.

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.