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

A Feedback System for Better Instructional Design

Instructional design improves when evidence travels in both directions: from business needs into a learning experience, and from learner behavior back into the next design decision. A feedback loop makes that exchange deliberate rather than dependent on occasional surveys or informal comments.

The strongest loops begin before development starts. They define what success looks like, identify the people who can judge it, and establish when evidence will be collected. This creates a practical connection between learner experience, workplace performance, and organizational results.

Creating a feedback loop that improves instructional design over time also requires discipline. Feedback must be specific enough to guide action, timely enough to influence the next iteration, and connected to measures that matter beyond course completion.

Define Success Before Design

A design team should begin by translating business goals into observable outcomes. “Improve leadership” is too broad to guide evaluation, while “conduct more effective coaching conversations within 60 days” gives designers and stakeholders something measurable to pursue.

These outcomes should include learner capability, workplace application, and business indicators where possible. Predictive Evaluation can help organizations forecast likely adoption, impact, and return on investment before a program is fully launched, giving the feedback process a useful baseline.

Capture Evidence At Key Moments

Feedback collected only at the end of a course tends to focus on immediate reactions: whether participants liked the facilitator, found the platform easy to use, or enjoyed the activities. Those insights have value, but they do not show whether learning transferred to the job.

A stronger approach gathers evidence at several points. Diagnostic data informs the initial design, pilot observations reveal usability problems, post-session measures show knowledge and confidence, and follow-up evidence indicates whether new behaviors became routine. Short learning bursts, manager check-ins, and performance prompts can make this process easier to sustain.

Connect Feedback To Design Decisions

Feedback becomes useful when every signal has a possible response. If learners cannot complete a scenario, the issue may involve unclear instructions, excessive cognitive load, weak examples, or a mismatch between the activity and the workplace. Designers should investigate the cause rather than simply adding more content.

Feedback Signal	Likely Design Question	Useful Evidence	Possible Response
Low assessment performance	Is the concept unclear or poorly practiced?	Item analysis and learner comments	Revise explanations or add guided practice
High completion but low application	Does the learning transfer to real work?	Manager observations and workflow data	Add job aids, rehearsal, or follow-up support
Drop-off during a module	Is the experience too long or difficult to navigate?	Platform analytics and usability testing	Restructure sections or simplify navigation
Strong learner ratings but limited results	Are satisfaction measures masking weak impact?	Performance and business metrics	Revisit objectives and evaluation methods

This decision logic should be documented in a design review record. When teams note the signal, interpretation, change, and expected effect, they can compare iterations instead of relying on memory. The design development methods used by a learning consultancy can provide a structured foundation for this kind of review.

Use Multiple Perspectives

Learners understand the experience of participating, but they may not see every barrier to workplace application. Managers can explain whether employees are using new skills, while subject matter experts can identify technical inaccuracies or missing context. Operational leaders can clarify whether the program supports current priorities.

Including these perspectives reduces the risk of overcorrecting based on a single comment. A facilitator may notice confusion in a live session, an instructional designer may spot a flawed sequence, and a business sponsor may identify an outcome that is not relevant to current workflows. Expert input on human behavior, such as emotional intelligence expertise, can also sharpen the design of interpersonal and leadership programs.

Turn Insights Into Iteration

Iteration works best when changes are prioritized instead of accumulated. Teams can rank issues by their effect on learning, adoption, performance, and implementation effort. A minor wording concern may wait, while a broken practice activity or inaccessible resource may require immediate attention.

Useful review questions include:

Which evidence shows a meaningful barrier to learning or application?
What change is most likely to improve the targeted outcome?
How will the team test whether the revision worked?
Which stakeholder owns the decision and the follow-up measure?

A pilot group is especially valuable for testing these revisions. Designers can compare learner behavior, assessment results, and workplace application before and after a change. This turns instructional development into a controlled learning process rather than a one-time production task.

Make Improvement Operational

A feedback loop survives when it has owners, timing, and shared measures. Assign responsibility for collecting learner data, reviewing performance evidence, approving design changes, and communicating decisions. Calendar-based reviews prevent evaluation from disappearing once a program launches.

Organizations should also make feedback easy to act on. A short pulse survey, a manager observation guide, and a dashboard of adoption indicators may produce better decisions than a lengthy annual report. The goal is a repeatable learning analytics practice that fits the rhythm of the business.

When instructional design is treated as an evolving system, each delivery creates evidence for the next version. Build that system around clear outcomes, meaningful measures, and focused review cycles, then engage Dave Basarab Consulting to connect learning strategy, custom development, delivery, and business impact.

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.