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 training adoption fades after 30 days

Training adoption often looks healthy immediately after a workshop, course or launch. Employees attend, complete activities and report positive intent. A month later, usage can fall sharply as urgent work, manager priorities and familiar habits regain control.

This pattern is common across Australian organisations, from Sydney head offices to distributed teams in Perth, Brisbane and regional locations. The issue is rarely a lack of motivation alone. Usually, the learning experience has not been connected tightly enough to daily work, operational systems or measurable business outcomes.

The first month creates a misleading signal

Early participation measures attention, not sustained behaviour. Completion rates may be high because a course is mandatory, a leader is monitoring attendance or the content is still fresh. These indicators are useful, but they do not prove that employees can apply a new skill when a real customer, project or performance issue appears.

The first month also benefits from launch energy. Communications are frequent, facilitators are visible and colleagues discuss the programme. Once that activity fades, employees decide whether the training is genuinely useful. If applying it takes extra time or creates uncertainty, the old process usually wins.

A stronger learning strategy distinguishes between initial engagement and durable adoption. Organisations can use learning services that connect instructional design, delivery and evaluation rather than treating the course as a standalone event.

Work pressure pushes new habits aside

Employees adopt training when the desired behaviour fits the conditions in which they work. A sales representative may understand a new conversation model yet abandon it when targets, CRM fields and incentive plans reward speed instead. A frontline supervisor may value coaching techniques but have no protected time between shifts to practise them.

This is especially important in Australia, where organisations often coordinate hybrid teams across Sydney, Melbourne and smaller regional centres. Mining, construction, healthcare and logistics also include FIFO, rotating-shift or field-based employees. A single follow-up webinar during standard office hours will not reinforce learning for every audience.

Warning signs that adoption is slipping

Employees describe the training positively but cannot show where they use it.
Managers ask for refresher sessions before checking workplace barriers.
Course completion remains high while related quality, sales or safety measures stay flat.
New starters receive no equivalent practice or coaching.
Employees create informal workarounds because systems do not support the trained process.

Design transfer into the workflow

Training should begin with the decisions and tasks employees must perform, then work backwards to the knowledge required. Short scenarios, realistic tools and practice with feedback are more likely to transfer than broad content libraries. A participant should leave knowing what to do differently on the next shift, client call or team meeting.

Reinforcement also needs to match the rhythm of the role. A five-minute prompt before a weekly planning meeting may be more effective than another hour-long module. Managers can use observation checklists, peer discussions and brief debriefs to make application visible without creating excessive administration.

For leaders managing dispersed teams, virtual leadership development should include practice in the actual conditions of remote management. That means handling difficult conversations online, clarifying accountability across time zones and maintaining connection when team members are rarely in the same room.

Measure intention before behaviour changes

A useful evaluation approach tracks the path from intention to action. Immediately after training, ask whether employees plan to use the skill, believe it is relevant and expect their manager or workplace to support it. This creates an early view of adoption risk rather than waiting for quarterly performance data.

The intention evaluation component of Predictive Evaluation helps organisations forecast whether learning will be used. Its value is practical: if participants intend to apply a skill but lack time, tools or managerial support, the business can address those barriers before adoption declines.

Evaluation should combine leading and lagging indicators. Leading measures might include practice frequency, manager observations and use of a new workflow. Lagging measures could include reduced rework, improved customer outcomes, faster onboarding or stronger retention. In the Australian market, this evidence can also support decisions about scarce training budgets and capability priorities.

Build a reinforcement system that lasts

Fixing the drop requires coordinated action from learning teams, managers and operational owners. Before launch, define the behaviour to be sustained, identify the workplace conditions that could block it and assign someone responsibility for reinforcement. After launch, review evidence at 30, 60 and 90 days instead of declaring success at completion.

Useful reinforcement moves include:

Schedule manager conversations around one observable behaviour.
Send short prompts linked to current work, not generic reminders.
Give employees templates, scripts or system prompts they can use immediately.
Recognise examples of correct application in team meetings.
Remove process rules or technology barriers that contradict the training.

The choice of intervention should reflect the cause of low adoption rather than defaulting to a refresher course.

Adoption problem	Likely cause	Better response	Useful evidence
Employees forget the method	Limited practice	Spaced prompts and realistic rehearsal	Practice frequency
Managers do not reinforce it	Competing priorities	Manager coaching guides and check-ins	Observation records
Employees cannot use the skill	Workflow or system barriers	Process and technology changes	Usage data
Behaviour varies between teams	Inconsistent expectations	Shared standards and peer calibration	Quality measures
Learning feels irrelevant	Weak role alignment	Role-specific scenarios and examples	Relevance ratings

The central lesson is simple: training adoption drops after the first month when the workplace stops supporting the new behaviour. Sustainable capability comes from relevant design, manager reinforcement, workflow alignment and early evidence about intent. What readers should remember is that attendance marks the beginning of adoption, not its success.

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.