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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.

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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.

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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.

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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.

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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.

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Predictive Evaluation

Five Signs Your Corporate Learning Strategy Needs a Refresh

A corporate learning strategy can remain busy while becoming less relevant. Courses continue to launch, employees complete assigned modules, and the learning team reports activity. Yet business leaders may see little evidence that training is improving performance, strengthening leadership, or preparing the organization for change.

The warning signs are often visible before results decline sharply. They appear in outdated content, weak manager support, low application of new skills, and reporting that counts attendance without showing business value. Recognizing these signals early gives learning and development teams time to reconnect capability building with organizational priorities.

Refreshing a learning strategy does not always mean replacing every program. It means examining how learning is selected, designed, delivered, reinforced, and evaluated. The following five signs can help identify where a corporate training portfolio needs a more focused and measurable approach.

Learning Activity Is Disconnected From Business Priorities

When training requests arrive mainly because a department has an available budget or an executive wants a popular topic, the learning portfolio can become fragmented. Employees may receive courses on communication, productivity, compliance, and leadership without a clear connection to strategic goals.

A stronger approach begins with the capabilities the organization needs to execute its plans. If the business is entering new markets, improving customer retention, or adopting new technology, the learning strategy should define the behaviors and skills that support those outcomes. Resources such as strategic value insights can help learning leaders position development as a business investment rather than an administrative service.

Content No Longer Matches Current Work

Outdated examples, obsolete procedures, and generic case studies reduce credibility. Employees quickly recognize when a course does not reflect the tools, regulations, customer expectations, or workplace decisions they face every day. Completion may still occur, but attention and transfer decline.

A content audit should examine more than publication dates. Review whether learning objectives match current job responsibilities, whether practice activities mirror real decisions, and whether subject matter experts validate the material. Short learning bursts, updated simulations, and role-specific resources can make development more usable without creating unnecessary seat time.

Managers Are Missing From The Learning Process

Employees rarely sustain new behaviors through formal instruction alone. If managers do not discuss expectations, provide practice opportunities, or reinforce application, even well-designed training can fade quickly. A low rate of post-training coaching is a strong indicator that the learning ecosystem needs attention.

This issue can be especially visible in leadership development and workplace conflict programs. Managers need practical tools for feedback, accountability, and collaboration, supported by consistent organizational expectations. Ideas from conflict to collaboration can inform a refresh that treats manager involvement as part of the program design, rather than an optional follow-up.

Completion Rates Look Healthy, But Performance Does Not

High enrollment and completion figures can create a misleading sense of success. They show that people accessed learning, not that they understood it, used it, or improved an important result. If customer complaints, quality errors, sales conversion, or project delays remain unchanged, the learning strategy deserves closer examination.

A refresh should define expected behavior changes before delivery begins. Diagnostic assessments, realistic practice, manager observation, and targeted reinforcement can reveal whether participants are applying the content. Learning evaluation becomes more useful when it tracks adoption and operational outcomes alongside satisfaction scores.

Signal What It May Indicate Useful Response
High completion, low application Weak transfer or manager reinforcement Add practice, coaching, and follow-up
Repeated requests for the same training A capability problem is being treated as a course problem Investigate workflow, tools, incentives, and leadership
Strong satisfaction, limited business impact Evaluation focuses on reaction Define performance and financial measures
Low participation in priority programs Poor relevance, access, or sponsorship Segment audiences and strengthen communication
Content used inconsistently Lack of standardization or reinforcement Build job aids, manager routines, and accountability

Evaluation Ends When The Course Ends

A traditional evaluation process often stops with attendance, completion, and a post-course survey. Those measures are easy to collect, but they provide limited evidence for funding decisions. They cannot show whether learning was adopted across teams or whether it contributed to business performance.

Predictive Evaluation offers a more forward-looking way to connect learning initiatives with adoption, impact, and return on investment. Using adoption dashboards, learning teams can monitor leading indicators and identify where additional support may be needed. This makes evaluation an active management process instead of a report produced after the program has finished.

A Practical Refresh Checklist

Once these signals appear, learning leaders can prioritize a targeted reset rather than launch a broad collection of new courses. A practical review should include:

  • Map priority business outcomes to the capabilities and behaviors required to achieve them.
  • Audit current programs for relevance, duplication, accessibility, and measurable objectives.
  • Involve managers in reinforcement plans, coaching routines, and workplace application.
  • Replace completion-only reporting with adoption, performance, and value indicators.
  • Test refreshed learning with a defined audience before expanding it across the organization.

The most effective refreshes also clarify ownership. Business leaders should help define the problem, subject matter experts should validate the solution, and learning professionals should guide design, delivery, and measurement. This shared accountability prevents training from becoming the default response to issues caused by unclear processes, poor tools, or conflicting incentives.

A corporate learning strategy should evolve as quickly as the workforce and the business. Review these five signs with stakeholders, select one priority program, and establish a measurable refresh plan that connects employee capability with the results your organization needs.

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.

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