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 training adoption scorecard for executive reviews

Training activity is easy to report. Attendance, completion rates and satisfaction scores can be pulled from most learning management systems in minutes. The harder task is showing whether employees actually use new skills and whether that behaviour improves business performance.

A training adoption scorecard gives executives a concise view of that journey. It connects learning participation with workplace application, manager reinforcement, operational outcomes and financial value. This shifts the conversation from “How many people completed the course?” to “What changed because people completed it?”

For Australian organisations, the scorecard needs to reflect dispersed workforces, hybrid teams and different operating environments across Sydney, Melbourne, Brisbane, Perth and regional locations. A mining supervisor in Western Australia, a nurse in Queensland and a corporate analyst in Sydney may experience the same programme very differently.

The strongest scorecards also support practical executive decisions. Leaders can see which programmes deserve further investment, where adoption is stalling and what action is needed from managers, business units or the learning team.

Start with the business result

Before selecting measures, define the business outcome the training is expected to influence. This may be faster sales onboarding, fewer safety incidents, stronger frontline leadership, improved customer retention or more consistent use of a new technology platform.

A useful outcome statement identifies the target group, the desired behaviour and the expected business effect. For example: “Within six months, 80% of branch managers will use the new coaching model monthly, contributing to a measurable improvement in employee retention.”

This discipline prevents the scorecard from becoming a collection of disconnected learning metrics. It also creates a clear basis for maximising training value through better alignment between capability investment and organisational priorities.

Measure the adoption pathway

Adoption is a progression rather than a single event. Employees first need access to the learning, then participation, recall, confidence and opportunities to apply the skill. Managers and workplace systems must reinforce the behaviour before it becomes routine.

A balanced scorecard can therefore include leading indicators such as enrolment, attendance, assessment performance and learner confidence, alongside application indicators such as observed behaviours, manager check-ins and use of job aids. Lagging indicators might include productivity, quality, sales conversion, employee retention or safety performance.

Executives do not need every data point. They need a small set of measures that explains whether the programme is moving from learning activity to workplace impact.

Build an executive-ready scorecard

A practical scorecard usually has four layers: reach, learning, adoption and results. Each layer answers a different leadership question and makes gaps easier to diagnose.

Reach: Did the intended employees participate?
Learning: Did they acquire the required knowledge or skill?
Adoption: Are they applying the behaviour at work?
Results: Is the behaviour linked to a meaningful business outcome?
Enablers: Are managers, tools, systems and processes supporting application?
Value: Does the evidence justify continued investment?

Use plain language, clear status indicators and short commentary. A red rating should explain the cause, such as limited manager reinforcement or poor system access, rather than simply signalling failure. For Australian executive teams, reporting in monthly or quarterly business rhythms can make the scorecard easier to use in existing performance reviews.

Combine evidence with forecasting

Historical measurement shows what has happened, while predictive evaluation helps estimate what is likely to happen next. This distinction is valuable when an organisation is reviewing a new programme with limited outcome data.

Forecasting can draw on baseline performance, learner readiness, manager support, expected application frequency and the strength of the link between behaviour and results. The scorecard can then show both current evidence and the confidence level attached to projected impact.

For example, a leadership programme may show high completion but low manager observation data. That combination suggests a risk: learners may understand the content without embedding it in daily practice. A forecast can help executives decide whether to increase coaching support before waiting for annual performance results.

Connect the scorecard to leadership practice

Training adoption rarely succeeds through learning content alone. Managers need to discuss expectations, observe application, provide feedback and remove obstacles. This is especially important for virtual and hybrid teams, where informal coaching can be inconsistent.

A focused virtual leadership development approach can help leaders reinforce behaviours across locations and time zones. It should be reflected in the scorecard through measures such as manager conversation frequency, quality of feedback and team-level adoption patterns.

Scorecard area	Example measure	Executive interpretation
Reach	92% of target employees attended	Coverage is strong
Learning	84% passed the practical assessment	Capability is developing
Adoption	61% demonstrate the behaviour after 90 days	Reinforcement may be inconsistent
Business result	Customer complaints fell by 8%	Early outcome signal is positive
Enablers	45% of managers completed coaching check-ins	Manager support is a constraint
Value	Forecast return exceeds the investment threshold	Further funding may be justified

Set a review rhythm and action rules

A scorecard becomes useful when it leads to consistent decisions. Set a review cadence that matches the speed of the business: monthly for technology or sales adoption, quarterly for leadership capability, and at key milestones for compliance or transformation programmes.

Define action rules before the executive review. For instance, adoption below 70% might trigger manager coaching, while strong adoption with weak business results might prompt a review of the performance measure or the programme’s original business assumption.

The next step is to select one priority programme, agree its baseline measures with the business owner, and build a one-page scorecard for the next executive review.

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.