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

Building a repeatable framework for leadership development evaluation

Leadership development is often judged by attendance, satisfaction scores, and completion rates. Those measures describe participation, but they rarely show whether managers lead more effectively or whether the organization gains measurable value from the investment.

A repeatable evaluation framework changes the emphasis from isolated training events to an evidence-based leadership system. It gives learning teams a consistent way to define success, gather useful data, interpret behavior change, and connect development outcomes with business priorities.

The strongest approach begins before a program launches. Evaluation criteria should shape the leadership curriculum, coaching experience, practice activities, and follow-up support rather than being added after delivery.

Why leadership evaluation needs a consistent design

Leadership capability develops over time through practice, feedback, reinforcement, and workplace conditions. A single post-session survey cannot capture that progression. Evaluation must therefore examine several stages, from learner readiness and skill acquisition to behavior adoption and organizational impact.

A repeatable model also improves comparison. When each cohort is assessed with different questions or standards, trends become difficult to interpret. Consistent definitions and measurement points allow organizations to compare programs, business units, and leadership populations without treating every initiative as a separate experiment.

The framework should be practical enough for regular use. A complex measurement process that requires excessive administration will eventually be abandoned, while a focused system can become part of normal talent and performance routines.

Define outcomes before selecting measures

Start with the business problem the leadership initiative is expected to address. It might involve high turnover among critical teams, inconsistent execution, weak succession readiness, low employee engagement, or slow adoption of a strategic change. The desired business result determines which leadership behaviors deserve attention.

Next, describe the behaviors that could influence that result. For example, a program intended to improve retention might focus on career conversations, recognition, workload management, and early intervention. These behaviors create a measurable bridge between learning activity and business performance.

Useful evaluation plans usually include four layers:

Experience: Did participants find the learning relevant and usable?
Capability: Can they demonstrate the targeted knowledge or skill?
Application: Are they using the behavior in their actual roles?
Impact: Is the behavior contributing to meaningful business results?

This structure prevents teams from confusing positive reactions with proven effectiveness.

Connect leadership behavior to business measures

Business alignment requires a clear chain of influence. Leadership training does not directly create every desired result, since market conditions, staffing, technology, and operating processes also play a role. Evaluation should acknowledge those factors while identifying the contribution leadership behavior can reasonably make.

A useful evaluation map links each program objective to an observable behavior, a leading indicator, and a lagging business measure. A manager development program might connect coaching quality to employee growth conversations, then to internal mobility, performance consistency, or regrettable attrition.

The measures should be selected with stakeholders before launch. Senior sponsors can validate the business priorities, HR partners can identify available workforce data, and line managers can confirm whether the targeted behaviors are realistic in daily operations.

Use predictive and impact evidence together

Predictive evaluation is valuable when leaders need to make decisions before a program has generated long-term results. It uses evidence about the target audience, workplace conditions, learning design, and likely adoption to forecast whether the initiative can produce value. The Predictive Evaluation Model provides a useful reference for considering value before significant resources are committed.

Forecasting does not replace measurement after implementation. It establishes assumptions that can later be tested. If adoption is lower than predicted, the issue may involve manager support, workload, incentives, or access to practice rather than the instructional content itself.

Impact evaluation should then examine what changed, for whom, and under which conditions. Organizations can combine surveys, manager observations, interviews, performance data, and operational metrics. Guidance on impact evaluation methods can help learning teams distinguish activity measures from evidence of meaningful results.

Standardize the evaluation cycle

A common operating rhythm makes leadership development evaluation easier to manage. Establish baseline data before the program, collect immediate learning evidence, check application after a defined period, and review business indicators at an appropriate interval. The timing should reflect how quickly the targeted behavior can reasonably influence outcomes.

Evaluation stage	Primary question	Suitable evidence	Typical decision
Before launch	Is the need clearly defined?	Baseline metrics, stakeholder interviews	Refine objectives
During learning	Are participants building capability?	Practice results, assessments, facilitator observations	Adjust support
After application	Are leaders using the behaviors?	Pulse surveys, manager reports, observation data	Add reinforcement
Business review	Is the initiative contributing value?	Workforce and operational metrics	Scale, redesign, or stop

Data governance is equally important. Assign ownership for each measure, document definitions, protect participant confidentiality, and specify how results will be reported. A small evaluation dashboard with reliable indicators is more useful than a large collection of disconnected statistics.

Turn findings into decisions

Evaluation has value when it changes action. Reports should state what the evidence indicates, how confident the organization can be, and what decision follows. A leadership program may deserve expansion, targeted redesign, stronger manager involvement, or retirement.

Use findings to guide decisions through a disciplined review process:

Compare results with the baseline and agreed success thresholds.
Examine differences across roles, locations, tenure groups, or cohorts.
Investigate adoption barriers before blaming the curriculum.
Separate program contribution from unrelated business influences.
Record the decision, owner, timeline, and next measurement point.

This process turns evaluation into a management practice rather than a retrospective document. It also creates institutional memory, so future program teams can build on prior evidence instead of repeating weak assumptions.

Make evaluation part of leadership practice

The framework becomes sustainable when executives, HR, learning professionals, and line managers share responsibility for results. Sponsors should review business outcomes, managers should reinforce application, and learning teams should maintain the measurement architecture. Participants also need clear expectations about how development will be practiced and supported.

A mature system evolves as evidence accumulates. The organization may discover that some behaviors predict performance more strongly than others, that different leadership populations require different support, or that workplace conditions limit transfer. External examples and media coverage can add perspective, but internal evidence should remain the basis for decisions.

Build the framework into the next leadership initiative by defining outcomes, mapping behaviors, selecting a small set of credible measures, and scheduling review points before delivery begins. Dave Basarab Consulting can help organizations connect leadership development, instructional design, training delivery, and Predictive Evaluation so learning investment is tied to observable capability and business results.

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.