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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

Forecasting training adoption across different generations of employees

Training adoption is often forecast as if employees respond to learning in the same way. In practice, participation, completion, application, and sustained use vary across career stages, workplace experiences, technology preferences, and levels of manager support. Generational patterns can provide useful context, but they should never replace evidence about individual learners.

A reliable forecast connects employee behavior with business conditions. It examines whether people have time to learn, trust the program, understand its relevance, and receive reinforcement after the session. This creates a more useful picture than registration numbers alone.

Dave Basarab Consulting helps organizations connect enterprise learning strategy, instructional design, leadership development, and training delivery with measurable outcomes. Its Predictive Evaluation methodology can help learning teams estimate adoption before launch and measure whether capability changes influence business performance.

Move beyond generational stereotypes

Generation labels can indicate broad experiences, but they are weak predictors when used in isolation. A Baby Boomer may be highly comfortable with digital learning, while a younger employee may prefer instructor-led support because the topic is unfamiliar or high stakes. Role, tenure, location, accessibility, and organizational culture often explain more than birth year.

Use generational data as one variable within a broader learner profile. Combine it with survey responses, previous completion behavior, manager interviews, performance data, and access to technology. This approach makes forecasting more accurate and reduces the risk of designing programs around assumptions.

The strongest models focus on observable behaviors. Examples include preferred learning duration, response to peer practice, likelihood of using mobile content, willingness to ask for help, and frequency of applying a new skill during the first 30 days.

Identify the signals that influence adoption

Adoption begins before the course opens. Employees are more likely to participate when the learning objective is tied to a current business priority, the expected time commitment is clear, and managers actively protect time for development. Communication should explain what will change in the employee’s work, rather than simply listing course features.

Learning teams can use a readiness score that includes relevance, accessibility, manager sponsorship, confidence with the subject, and perceived effort. Historical data can then show which factors best predict attendance and application for each workforce segment.

Short learning formats can be particularly helpful when employees face competing priorities. A sequence of focused learning bursts can support recall and application without requiring long blocks away from daily work. This resource on aligning learning bursts explains how brief interventions can connect to quarterly business goals.

Compare needs without flattening differences

Generational cohorts may differ in their exposure to workplace technology, expectations about feedback, and preferred forms of collaboration. These differences should influence delivery choices, while keeping the learning objective consistent for everyone.

Workforce signal Possible adoption pattern Forecasting question Useful design response
Early-career employees May value fast feedback and social practice Will learners see an immediate career benefit? Add coaching, peer discussion, and visible skill milestones
Mid-career professionals May need flexibility around workload and family responsibilities Can learning fit into unpredictable schedules? Offer modular pathways and asynchronous options
Experienced specialists May question generic or repetitive content Does the program respect existing expertise? Use realistic cases, choice, and opportunities to contribute
Mixed-age teams May vary widely in technology confidence and communication habits Will the format work across access preferences? Provide multiple pathways and consistent support

A blended approach often performs better than a single delivery method. Live sessions can create accountability and discussion, while learning bursts, job aids, recordings, and guided practice support different schedules and confidence levels.

Use predictive evaluation before launch

Predictive Evaluation changes the timing of measurement. Instead of waiting until a program ends to ask whether it worked, learning leaders estimate likely adoption, transfer, and business impact during design. They can test assumptions with representative employees, managers, and operational stakeholders.

A practical forecast should include several stages: expected participation, completion, early application, sustained behavior, and business results. Each stage has different risk factors. For example, strong attendance may conceal low application if managers do not reinforce the skill or if the work environment makes the new behavior difficult.

Forecasts should also include confidence levels and leading indicators. A pilot group that completes activities but rarely uses the associated job aid may signal a transfer problem. A manager survey showing weak reinforcement may predict limited behavior change, even when learner satisfaction is high.

Design leadership support for every career stage

Managers strongly influence whether training becomes part of everyday work. They set expectations, model new behaviors, provide feedback, and decide which tasks receive attention. Their role becomes especially important in programs that require employees to practice judgment, communication, or leadership.

First-time managers may need a different support structure than experienced leaders. They often benefit from guided practice, clear conversations, and frequent reinforcement rather than a single workshop. A practical leadership development blueprint can help organizations build those elements into a coherent pathway.

Generationally diverse teams also benefit from reciprocal learning. Experienced employees can contribute context and judgment, while newer employees may share current customer expectations, digital habits, or emerging tools. Structured mentoring and peer learning turn workforce differences into an adoption advantage.

Build a forecasting discipline

A repeatable process helps learning teams improve predictions over time. Begin with a clear business outcome, define the behaviors that should produce it, and identify the conditions employees need in order to adopt those behaviors. Then test the design with a small, representative group before scaling.

Useful practices include:

  • Segment learners by role, work context, tenure, access, and prior behavior—not age alone.
  • Measure expected attendance, completion, application, and sustained use separately.
  • Ask managers what reinforcement they can realistically provide after training.
  • Pilot multiple formats and compare adoption across learner segments.
  • Update forecasts with evidence from surveys, platform data, observations, and business metrics.

Turn forecasts into measurable action

Forecasting training adoption across different generations of employees is most valuable when it leads to better decisions. A forecast can reveal where to simplify content, add manager support, offer a flexible pathway, or revise the business case before significant resources are committed.

Organizations that connect learner evidence with operational outcomes can make learning more predictable and more credible. Partner with Dave Basarab Consulting to apply enterprise learning strategy, custom development, training delivery, and Predictive Evaluation to programs that improve capability and demonstrate business value.

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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