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

How to Quantify the Cost of Not Training Your Employees

Training is often treated as an operating expense, while the cost of insufficient training remains hidden in missed targets, preventable errors, slow onboarding, and avoidable employee turnover. That makes it difficult for leaders to see what inaction is actually costing the organization.

A credible analysis connects capability gaps with measurable business outcomes. Instead of asking only how much a course costs, compare that investment with productivity loss, quality problems, customer dissatisfaction, compliance exposure, and the revenue employees cannot generate because they are not yet fully effective.

Dave Basarab Consulting helps organizations connect learning initiatives with performance and financial results. This business-focused perspective makes the case for training more persuasive to executives and easier to manage over time.

Define The Capability Gap

Begin by identifying the behaviors, knowledge, or decisions that employees need to perform more effectively. A capability gap may involve poor sales conversations, inconsistent equipment operation, weak leadership practices, or inefficient use of software. The gap should be described in operational terms rather than vague statements about employee development.

Next, establish the population affected and the frequency of the problem. If 200 employees lose 20 minutes each day because of an inefficient process, the lost capacity can be estimated. If new hires require three additional months to reach expected productivity, the organization can calculate the value of delayed contribution.

Convert Operational Losses Into Financial Measures

Several cost categories commonly reveal the price of inadequate employee preparation. Productivity loss can be estimated through time wasted, delayed work, or lower output. Rework and defects can be calculated from correction hours, discarded materials, refunds, and customer support contacts. Turnover analysis should include recruiting, onboarding, vacancy time, and the temporary productivity of replacement employees.

Use a consistent formula for each category:

Annual cost = affected employees × frequency of the problem × cost per occurrence

For time-based losses, multiply unproductive hours by the fully loaded hourly labor cost. For revenue-related effects, use conservative contribution-margin estimates rather than total sales. This avoids overstating the business case and makes the analysis more credible.

Cost Area	Useful Measure	Example Financial Input
Lost productivity	Hours lost per employee	Fully loaded hourly cost
Errors and rework	Defects or corrections	Labor, materials, refunds
Slow onboarding	Days to proficiency	Daily contribution value
Turnover	Avoidable departures	Hiring and replacement cost
Compliance failures	Incidents or penalties	Fines, claims, remediation
Customer impact	Complaints or churn	Retention or service value

Account For Turnover And Delayed Proficiency

Employee turnover is frequently connected to weak management, unclear expectations, and limited development opportunities. Training will not eliminate every departure, but it can reduce avoidable turnover when employees leave because they lack support or a visible path to competence.

Delayed proficiency creates a separate cost. A new employee may receive a salary from the first day but produce only 50% of expected output for several months. Estimate the gap between expected and actual contribution, then subtract the cost of targeted onboarding and practice. This provides a clearer comparison than measuring training by attendance or completion rates.

Include Risk, Quality, And Opportunity Cost

Some consequences are easy to record, while others require scenario analysis. A poorly trained technician may increase safety exposure. An unprepared manager may create employee relations problems. An inconsistent service interaction may cause a customer to reduce spending or move to a competitor. Assign probabilities to these events and estimate their financial impact.

Opportunity cost is also important. When skilled employees spend time correcting preventable mistakes, they cannot serve customers, improve processes, or pursue new business. A learning investment may therefore create value by releasing capacity, even when the original problem does not appear as a separate line item in the budget.

Test The Business Case Before Scaling

A full rollout should follow evidence rather than enthusiasm. Pilot a training intervention with a representative group, define baseline measures, and compare results with a similar group that has not yet received the program. The guidance on piloting a training program offers a practical way to test adoption and performance before committing broader resources.

Measure outcomes at several points: immediately after training, during early application, and after employees have had time to demonstrate sustained behavior change. Useful indicators include cycle time, sales conversion, error rates, manager observations, customer ratings, and time-to-competency.

Build A Repeatable Measurement Process

A strong evaluation process links learning activity to business performance. Predictive Evaluation can help forecast likely adoption, impact, and return before major resources are committed, then compare those forecasts with actual results. This creates a disciplined approach to deciding which programs deserve expansion, redesign, or discontinuation.

Enterprise learning strategy also matters because isolated courses may address symptoms without changing the systems that influence performance. A learning strategy framework can align leadership expectations, job support, manager reinforcement, practice, and measurement around the same business priorities.

Actions That Strengthen The Analysis

Use these recommendations when estimating the cost of untrained or undertrained employees:

Establish a financial baseline before designing the program.
Separate observable costs from probability-based risks.
Include manager time, employee time, technology, and reinforcement in the training investment.
Compare pilot results with a baseline or control group where practical.
Report business outcomes in the language of productivity, quality, revenue, risk, and retention.

The most persuasive training proposal shows both sides of the equation: the expected investment and the measurable cost of leaving the capability gap unresolved. Begin with one high-value problem, gather reliable baseline data, and use the findings to guide a focused learning intervention. When training is evaluated as a business investment, leaders can fund the solutions most likely to improve performance and produce a defensible return.

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.