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

Creating a Sustainable Culture of Continuous Learning

A strong learning culture does not require employees to spend hours in courses every week. It grows when development is relevant, accessible, and connected to the work people already do. The goal is to make learning a practical part of performance rather than another demand competing for attention.

Organizations often overwhelm employees by launching too many programs at once, measuring attendance instead of application, or offering content without clear business context. A more effective approach combines focused priorities, short learning experiences, manager support, and evidence that new skills are making a difference.

Continuous learning should feel like a steady operating rhythm. Employees need time to build capability, practice it in real situations, and receive feedback before the next priority is introduced.

Start With A Small Number Of Priorities

Learning initiatives should begin with business needs rather than an inventory of available courses. Identify the capabilities that will influence customer outcomes, operational efficiency, leadership effectiveness, compliance, or strategic growth. A short list of priorities creates clarity for both employees and managers.

An enterprise learning strategy can connect these priorities to roles, performance expectations, delivery methods, and evaluation measures. The enterprise learning strategy should also define what the organization will pause or postpone, preventing every new request from becoming an urgent training project.

When people understand why a capability matters and how it supports the organization’s direction, learning feels purposeful. Clear priorities also make it easier to protect time for development without creating a constant stream of unrelated assignments.

Build A Manageable Learning Rhythm

A sustainable cadence is more valuable than occasional bursts of intense activity. Organizations can combine formal workshops, coaching, peer learning, job aids, practice sessions, and short digital resources. Each format should have a defined role in the employee’s learning journey.

Learning bursts are particularly useful when employees need a focused concept, example, or reminder at the moment of need. Effective microlearning guidance emphasizes purposeful design rather than simply cutting a long course into smaller pieces. A five-minute activity should lead to useful reflection, practice, or action.

Create predictable windows for development, such as a weekly practice period or a monthly skills lab. Consistency helps employees plan around learning and reduces the pressure to complete everything immediately.

Make Learning Part Of Everyday Work

The most memorable development often occurs through application. After a workshop or digital module, employees should have a realistic opportunity to use the skill in a project, customer interaction, team meeting, or operational process. Practice turns information into capability.

Managers can reinforce this process with brief discussions: What was learned? Where will it be used? What obstacles could prevent application? These conversations take little time, yet they signal that learning is part of performance rather than an optional extra.

Learning resources should also be available inside the workflow. Templates, checklists, demonstration videos, decision guides, and searchable knowledge libraries can support employees when they need help. This approach reduces cognitive overload because people receive relevant support instead of being expected to remember an entire course.

Learning Approach	Best Use	Risk Of Overload	Helpful Design Choice
Formal workshop	Complex skills and shared practice	Too much content in one session	Focus on a few outcomes
Learning burst	Immediate, targeted reinforcement	Frequent notifications	Use a predictable cadence
Peer learning	Experience sharing and problem-solving	Unclear purpose	Provide a focused prompt
Coaching	Individual application and feedback	Inconsistent follow-through	Use brief structured check-ins
Job aid	Support during real work	Outdated information	Assign clear ownership

Measure Adoption Before Expanding

Participation data can show who attended, but it does not show whether employees used the learning or whether performance improved. Evaluation should begin before launch by defining the behaviors, conditions, and business indicators that will demonstrate progress. This makes it easier to distinguish an engaging program from an effective one.

Teams can measure adoption early by identifying baseline conditions, expected adoption levels, likely barriers, and the evidence they will collect after implementation. Predictive Evaluation gives leaders a way to forecast likely results and adjust the design before investing heavily in delivery.

Use a small set of measures, such as skill application, manager observations, quality improvements, cycle time, customer outcomes, or reduced errors. Sharing credible evidence helps employees see that development efforts are connected to meaningful results rather than administrative reporting.

Give Managers A Simple Reinforcement Role

Managers are central to a healthy learning environment because they control priorities, workload, feedback, and opportunities to practice. They do not need to become instructors. They need practical ways to encourage application and recognize progress.

Provide managers with conversation guides, observation checklists, and short follow-up activities. A ten-minute discussion after a learning event can uncover barriers that a survey will miss. Managers can also model curiosity by discussing their own development goals and asking teams to share useful discoveries.

Recognition should reward experimentation and improvement, not perfection. When employees can try a new approach, discuss what happened, and refine their behavior without fear of embarrassment, continuous learning becomes part of team culture.

Keep Development Focused And Inclusive

A learning culture should account for workload, role differences, accessibility, technology access, and varied levels of confidence. Employees may need different paths to the same capability, including live instruction, self-paced materials, practice with a colleague, or guided coaching.

Use these recommendations to keep learning useful and manageable:

Limit each initiative to a few observable outcomes.
Schedule learning around real workflow demands and peak periods.
Mix short resources with opportunities for practice and feedback.
Give managers simple reinforcement tools rather than extra administration.
Review adoption and business impact before adding new content.

The aim is a workplace where employees can build skills steadily without feeling buried under programs, messages, and deadlines. Begin with one important capability, design a clear rhythm, support application on the job, and track evidence of change. Dave Basarab Consulting can help your organization connect learning strategy, instructional design, delivery, and Predictive Evaluation to measurable business results. Take the first step by defining the capability your organization most needs to strengthen and building a focused learning experience around it.

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.