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

Training ROI Needs a Stakeholder-Specific View

Training investment rarely creates value in a single, easily measured place. A frontline employee may gain confidence and speed, while a manager sees fewer errors and an executive sees improved customer retention. Each outcome matters, yet each requires a different definition of return.

This is especially important for Australian organisations operating across Sydney, Melbourne, Brisbane, regional centres and remote sites. A national programme may involve hybrid work, FIFO teams, award conditions, varying digital access and different business pressures across locations. Treating every result as one financial figure can hide the value that learning creates.

Training ROI should be calculated differently for each stakeholder because stakeholders make different decisions, carry different risks and observe different outcomes. A useful evaluation approach connects learning activity with adoption, performance and commercial results without forcing every audience to use the same score.

Why One ROI Number Misleads

A conventional ROI calculation compares monetary benefits with programme costs. That can be useful for finance, but it is rarely sufficient for a learner, supervisor or learning leader. A customer service employee may improve first-contact resolution long before the change appears in revenue. A safety course may prevent an incident that never enters the accounts.

Timing also affects the calculation. A short learning burst aligned with a quarterly target may influence behaviour within weeks, while leadership development may produce measurable business impact over several years. Organisations can use quarterly learning bursts to create shorter measurement cycles without pretending that every capability produces immediate financial value.

The Learner Measures Capability

Learners care about relevance, confidence and practical usefulness. Their return may be reflected in faster task completion, better judgement, fewer rework cycles or greater confidence using a new system. For an apprentice in Perth or a sales representative travelling between Melbourne and Geelong, reduced friction in daily work can be a meaningful outcome even when it has no immediate dollar value.

Useful learner measures include demonstrated skill, intention to apply, actual application and barriers to use. Predictive Evaluation can help establish whether participants are likely to adopt a new behaviour before final business results are available; the intention evaluation method is particularly relevant when a programme depends on workplace follow-through.

Managers See Behaviour And Team Performance

Managers usually experience training ROI through changes in team behaviour. They may notice better handovers, improved coaching conversations, fewer escalations or more consistent compliance with procedures. Their evaluation should therefore connect individual learning to operational indicators such as productivity, quality, absenteeism, safety observations and customer complaints.

Local working conditions matter. A supervisor managing a team across a Brisbane office and a regional Queensland depot may need to assess whether learning transfers equally across locations. A programme that performs well in a face-to-face Melbourne workshop may need different reinforcement for remote or shift-based employees.

L&D Needs Evidence Of Adoption

Learning and development teams need to know whether the design, delivery and support environment are working. Completion rates are useful, but they say little about whether employees use the capability. L&D should track participation, assessment results, manager reinforcement, workplace application and the durability of behaviour change.

This view helps distinguish a content problem from an implementation problem. If learners understand a process but lack system access, time or manager support, redesigning the course may not improve results. In Australia, delivery may also need to account for consultation requirements, accessibility, language needs and the practical realities of dispersed workforces.

Finance Calculates Cost And Value

Finance generally needs a defensible relationship between investment and measurable benefit. Relevant inputs may include facilitator fees, learning technology, employee time, travel, accommodation, backfill and lost productive hours. For Australian employers, payroll and workforce arrangements can be complex, particularly where training affects paid time, rostering or employees covered by modern awards.

The benefit side should use credible operational data. Reduced claims, lower rework, faster onboarding, improved conversion rates or lower staff turnover may support a financial estimate. Where benefits are uncertain, scenario ranges and confidence levels are more honest than a highly precise figure based on weak assumptions.

Executives Connect Learning With Strategy

Executives need to see whether learning supports strategic priorities such as growth, productivity, risk reduction, customer experience or digital transformation. Their view may combine financial return with strategic readiness. A leadership programme, for example, might improve succession depth and decision quality before its full commercial value can be isolated.

Regulatory and social obligations can also shape executive value. Training connected with the Work Health and Safety Act framework, privacy obligations under the Privacy Act 1988 or respectful workplace expectations may protect organisational capacity and reputation. Avoiding a serious incident is difficult to price, yet it remains a legitimate component of business value.

A Shared Model For Different Returns

A practical evaluation model starts with one business objective and then assigns stakeholder-specific measures. The objective might be reducing onboarding time, improving safety reporting or increasing adoption of a new customer platform. Each audience receives evidence suited to its decisions, while the measures remain connected to the same chain of cause and effect.

Stakeholder	Primary question	Useful measures	Time horizon
Learner	Can I use the capability?	Confidence, skill demonstration, application	Days to weeks
Manager	Has team behaviour changed?	Quality, productivity, coaching, safety behaviour	Weeks to months
L&D	Is the intervention being adopted?	Participation, transfer, reinforcement, barriers	Weeks to months
Finance	Does value justify cost?	Cost per participant, savings, revenue, payback	Months to years
Executive	Does learning advance strategy?	Capability readiness, risk, retention, strategic KPIs	Quarters to years

Measurement Priorities

Define the business outcome before selecting learning metrics.
Separate participation, capability, application and business impact.
Give managers practical observation measures rather than relying on surveys alone.
Include employee time, travel, technology and backfill in the investment calculation.
Use forecasts and ranges when long-term outcomes cannot yet be observed.
Review results by location, role and work pattern to identify uneven adoption.

The strongest business case does not force every stakeholder to agree on one ROI figure. It shows how learner capability becomes workplace behaviour, how behaviour influences performance and how performance contributes to financial or strategic value. What readers should remember is simple: training ROI becomes more credible when each stakeholder receives the evidence that matches their decisions and responsibilities.

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.