Your Chief Virtual Learning Architect

Learning to Performance

Read More
Custom Design & Delivery

Read More
Predictive Evaluation

Read More
Enterprise Learning Strategy

Read More

› ‹

1
2
3
4

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

Connecting L&D metrics to real business outcomes

Learning and development creates measurable value when it changes what employees do and improves the results the organization cares about. Course attendance, completion rates, and satisfaction scores can describe activity, but they do not prove that capability has improved or that performance has changed.

A stronger approach connects learning objectives to operational indicators before a program launches. This gives L&D teams a practical way to track adoption, isolate meaningful changes, and communicate value in the language of revenue, productivity, quality, retention, risk, and customer experience.

Start with the business problem

Every measurement plan should begin with a clearly defined business need. A request for “better leadership” or “stronger communication” is too broad to evaluate effectively. The organization must identify the current performance gap, its likely causes, and the result that would signal improvement.

For example, a sales enablement program might target shorter ramp-up time, higher conversion rates, or stronger forecast accuracy. A compliance initiative might focus on fewer incidents, faster reporting, or reduced audit findings. These outcomes provide a destination for the learning strategy and prevent metrics from becoming disconnected activity counts.

Build a chain from learning to performance

The connection between training and business impact usually involves several steps: participation, knowledge, confidence, workplace behavior, team performance, and organizational results. Each step requires evidence, although the evidence may come from different sources.

A useful measurement model distinguishes leading indicators from lagging indicators. Leading measures show whether people are engaging with and applying the learning. Lagging measures show whether that application contributes to broader business performance.

Measurement level	Useful indicators	Business relevance
Participation	Attendance, completion, digital engagement	Shows access and reach
Capability	Assessment scores, practice quality, confidence	Indicates readiness to perform
Behavior	Manager observations, tool usage, workflow adherence	Demonstrates transfer to work
Team performance	Productivity, quality, cycle time, service levels	Shows operational improvement
Business impact	Revenue, retention, cost, risk, customer outcomes	Connects learning to strategic value

Measure adoption, not just attendance

A completed course does not guarantee changed behavior. Adoption measurement examines whether employees use the methods, tools, or decisions introduced through learning. This can include manager check-ins, workflow data, system usage, peer feedback, or quality reviews.

Measurement should also account for the conditions surrounding transfer. Employees may understand a new process but lack manager reinforcement, system access, time, or clear incentives. When adoption is weak, the answer may be a performance support solution, leadership intervention, process redesign, or technology change rather than another course.

Use predictive evaluation before launch

Traditional evaluation often waits until a program is complete to ask whether it worked. Predictive evaluation strengthens decision-making earlier by estimating the likelihood of adoption, expected performance changes, and potential return on investment before significant resources are committed.

This forecast can draw on baseline data, stakeholder interviews, prior program evidence, operational benchmarks, and the strength of the proposed intervention. Dave Basarab Consulting’s learning consultancy services help organizations connect enterprise learning strategy, instructional design, leadership development, and evaluation with measurable business priorities.

A forecast is not a guarantee. It is a disciplined hypothesis that clarifies assumptions and identifies the data required to validate them. As implementation progresses, actual results can be compared with the original prediction, improving both accountability and future planning.

Select metrics leaders can act on

Senior leaders need a concise view of whether learning is supporting strategic execution. Too many indicators create reporting noise, while a single return-on-investment figure can hide important weaknesses in adoption or delivery.

A practical dashboard combines a small set of measures across the performance chain:

The percentage of the target population actively using the new behavior or tool
A baseline-to-current comparison for the selected operational metric
Manager or supervisor evidence of behavior transfer
Business impact expressed in financial, customer, quality, retention, or risk terms
Confidence level, data limitations, and factors that may influence the result

Metrics should be assigned owners outside L&D where appropriate. A sales leader, operations manager, or customer service executive is more likely to sustain measurement when the indicator belongs to an existing business review rather than a separate training report.

Account for context and leadership

Business outcomes rarely result from learning alone. Market shifts, staffing changes, new technology, policy changes, and manager behavior can all influence performance. Evaluation becomes more credible when it documents these conditions and uses comparison groups, trend data, pilot programs, or before-and-after analysis where feasible.

Leadership development requires especially careful measurement because behavior may appear gradually and vary by context. Programs informed by introverted leadership expertise can evaluate outcomes such as meeting participation, decision quality, coaching consistency, team trust, and retention rather than relying only on end-of-course reactions.

The goal is not to claim that every dollar of business improvement came from training. The goal is to establish a defensible contribution story: what changed, how learning supported that change, what other factors mattered, and whether the investment produced sufficient value.

When L&D teams begin with business outcomes, define observable behaviors, forecast likely impact, and monitor adoption over time, measurement becomes a management tool rather than a compliance exercise. Organizations can then invest in learning programs that build capability and produce evidence of meaningful performance improvement. Begin by selecting one priority business challenge, establishing its baseline, and designing a learning measurement plan that leaders can use to guide action.

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.