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

Writing learning objectives that drive real behaviour change

Most learning programs fail for reasons that have nothing to do with the trainer or the slides. They fail because the objectives describe a topic rather than a behaviour. A module on "leadership fundamentals" sounds impressive, yet it tells no one what the participant should do differently on Monday morning. When objectives stay abstract, completion rates become the only proof of success.

Australian organisations feel this gap sharply. A supervisor at a Pilbara mine site who finishes a safety refresher still needs to make better decisions under fatigue. A graduate nurse in a Melbourne hospital walks away from a course on clinical handover, yet handover errors keep landing on incident logs. The shift from training-as-event to training-as-performance is what separates a budget line from a business result.

Why behaviour-focused objectives matter

Objectives force a decision about what employees will actually do once the workshop ends and the LMS module is ticked. Without that decision, the program defaults to information transfer, which fades within weeks.

A behaviour-led objective gives facilitators a clear line of sight. They can build cases that mirror real decisions in a Brisbane call centre or a regional council depot in Tasmania. The result feels familiar and earns the attention of operators who have sat through decades of compliance sessions.

The anatomy of an objective worth writing down

A useful objective has three parts working together. The verb must describe an observable action, so "identify", "demonstrate", or "negotiate" do the heavy lifting, while "understand" and "appreciate" usually signal an unfinished thought. The condition describes the circumstances, such as "given a simulated customer complaint" or "during a handover under time pressure". The criterion sets the standard, whether it is accuracy, speed, or stakeholder satisfaction.

These elements align with what trainers in regulated Australian industries already use. People working under the Australian Skills Quality Authority recognise the structure, which makes adoption easier across RTOs, enterprise academies, and in-house academies run by the major banks. A well-formed objective also makes it trivial to write matching assessment items.

Translating business goals into observable performance

Business goals in Australian workplaces often arrive as slogans: safer operations, better customer experience, stronger leadership pipeline. The trick is to translate each slogan into concrete actions worth observing during a normal week.

For a Sydney retailer worried about turnover, "improving service" might translate into greeting a returning customer by name, flagging stockouts within the hour, or escalating a refund promptly. Each action becomes an objective, an assessment item, and a coaching cue. More detail is in this writing guide, which walks through examples drawn from real programs.

Pitfalls unique to the Australian workplace

Australian workplaces carry habits that quietly undermine objectives. The "she'll be right" attitude can lull teams into accepting sloppy performance, so objectives must spell out what "right" actually looks like. Multigenerational crews on Pilbara and Hunter Valley sites, and in regional health services, mean the same objective can be reached through different moves depending on the worker's stage of life.

Generational diversity is more than a demographic curiosity. A team in Adelaide might include a 24-year-old apprentice, a 45-year-old shift supervisor, and a 60-year-old subject-matter expert who has been on the tools since the late 1980s. Each responds to learning differently, and objectives need to flex without losing rigour. Strategies for handling this mix appear in this piece.

Comparing weak and strong objective statements

The quickest way to stress-test an objective is to put it next to a stronger version. Weak statements describe what the trainer will cover. Strong statements describe what the learner will do.

Weak objective	Strong objective
Understand the new safety procedure	Demonstrate the new lock-out sequence within 90 seconds during a simulated plant shutdown
Appreciate diversity in the workplace	Recognise and respond appropriately to three forms of microaggression in team meetings
Improve customer service skills	Resolve at least four customer complaints per shift without escalation
Learn about leadership styles	Apply two situational leadership moves during a team stand-up and reflect on the outcome

The strong column reads like a checklist a supervisor can mark off during a normal shift, which makes coaching and measurement straightforward.

Building objectives that hold up in the field

The hardest part of any objective is the sixty days after the workshop. A supervisor in a Newcastle distribution centre might ace the role-play, then revert to old habits once the pace picks up. Predictive Evaluation offers a way to forecast adoption before launch, identifying which behaviours are likely to stick.

Once the program is live, the objective becomes a coaching tool. Managers ask how the new behaviours are going, what is getting in the way, and where extra practice would help. Conversations shift from "did you finish the module" to "how is the handover different this week", which is the kind of dialogue that keeps learning alive. Two short checklists help when reviewing an objective.

Characteristics of a well-formed objective:

The verb names something observable, such as "draft", "navigate", "escalate", or "coach"
The condition mirrors a real moment in the participant's working week
The criterion gives a benchmark that can be checked without specialist judgement
The same wording lifts straight into a performance review

Quick checks before signing off an objective:

Can a peer in a different state write the same assessment item from your wording alone?
Does the behaviour show up on a normal Wednesday, not just in a workshop?
Have you named the standard, the trigger, and the action in plain English?
Could a manager observe it once and tick it off with confidence?

A practical takeaway: write the assessment item first, then write the objective that justifies it. If you cannot describe what the learner will do, the objective is not yet finished, and the program it sits inside is unlikely to change a thing.

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.