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

Post-Training Impact Reviews That Drive Business Results

A post-training impact review with business unit leaders turns learning data into a shared business conversation. Rather than asking whether participants enjoyed a course, the review examines whether new knowledge changed workplace behavior, improved performance, and supported measurable operational goals.

The most useful reviews connect three perspectives: what the learning team delivered, what employees adopted, and what the business unit experienced. This creates a practical evidence trail from capability development to outcomes such as productivity, quality, customer satisfaction, revenue, or risk reduction.

An effective process also gives leaders a structured opportunity to explain the conditions affecting results. Managers can identify workflow barriers, competing priorities, technology gaps, or policy issues that a training report may not reveal.

Define The Business Outcomes First

Begin by revisiting the business problem that justified the learning initiative. Clarify the specific performance gap, the audience affected, and the result the business unit expected to see. A goal such as “improve leadership skills” is too broad for an impact review; “reduce regrettable turnover among first-year supervisors” provides a more useful basis for evaluation.

Translate the desired result into observable indicators. These may include faster task completion, fewer errors, higher sales conversion, improved safety compliance, or stronger internal promotion rates. Establishing these measures before reviewing the program helps leaders focus on evidence instead of personal impressions.

Invite The Right Business Leaders

Include the leader who owns the business result, along with operational managers who observe employee behavior. Depending on the initiative, participants may include a department head, frontline supervisors, a performance analyst, a human resources partner, and a learning consultant.

Send a concise pre-read that explains the program objective, participation levels, early findings, and questions requiring executive input. This allows the meeting to move beyond a presentation of course statistics. Business unit leaders should arrive ready to discuss adoption, performance conditions, and decisions needed to sustain progress.

Build An Evidence-Based Review

Use several sources of evidence rather than relying on attendance or satisfaction scores. Completion data can show reach, while assessments can indicate knowledge gain. Interviews, manager observations, workflow measures, quality reports, and customer feedback can reveal whether capability transferred into daily work.

A predictive approach can strengthen the review before final results are available. The Predictive Evaluation methodology helps organizations forecast adoption, impact, and return on investment, making it easier to identify weak assumptions early and reduce investment in learning that is unlikely to produce value.

Review Area	Evidence To Examine	Leadership Question
Participation	Enrollment, attendance, completion	Did the intended workforce engage?
Capability	Assessments, demonstrations, confidence checks	Can employees perform the target skill?
Adoption	Manager observations, workflow data, reinforcement activity	Is the skill being used consistently?
Business impact	Quality, productivity, sales, retention, risk measures	What changed in operational performance?
Sustainability	Coaching, tools, process alignment, accountability	What will preserve the gains?

Examine Adoption And Transfer

Learning transfer is often the point where promising programs lose momentum. Ask leaders how frequently employees use the new capability, in which situations it is applied, and what prevents consistent use. Differences between teams can be especially revealing: strong adoption in one unit may indicate that manager coaching or local processes are supporting the behavior.

Reinforcement should be treated as part of the operating model, not an optional follow-up. Short practice activities, job aids, peer discussion, manager check-ins, and targeted learning bursts can help maintain behavior after formal instruction. This perspective on post-training reinforcement explains why sustained support has a direct relationship with adoption rates.

Discuss Results Without Assigning Blame

A post-training impact review should distinguish between a learning design issue and a business environment issue. If employees know what to do but lack authority, time, system access, or manager support, additional training may not solve the performance problem. Leaders need a safe setting to describe these constraints accurately.

Use neutral language and compare findings with the original assumptions. Ask what the evidence suggests, what remains uncertain, and which factors leaders can influence. This keeps the discussion focused on diagnosis and action rather than defending the training team or criticizing participants.

Turn Findings Into Business Actions

End the review with decisions, owners, and dates. Some initiatives may require content revisions, additional practice, or a different delivery method. Others may need changes to incentives, procedures, technology, staffing, or manager expectations. Capture these actions in a shared record that the business unit can revisit.

Organizations seeking broader support for this work can draw on Dave Basarab Consulting for enterprise learning strategy, custom instructional design, leadership development, training delivery, and measurement approaches that connect learning with business performance.

Recommendations For A Stronger Review

Agree on two to five business measures before training begins.
Compare results with a baseline, target, or credible reference group.
Include managers who can verify behavior in the workflow.
Separate participation metrics from adoption and performance metrics.
Assign an accountable business owner to every follow-up action.

A useful review is brief enough for leaders to engage with and rigorous enough to guide investment decisions. Schedule the session while evidence is still available, bring operational data into the room, and convert the findings into a focused plan for improving capability and business results.

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.