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 Transition from Training Output Reporting to Impact Reporting

Training teams have traditionally reported what they produce: courses launched, employees enrolled, sessions delivered, completion rates, and satisfaction scores. These figures are useful for managing activity, but they rarely explain whether learning changed performance or contributed to organizational priorities.

Impact reporting takes a different view. It connects learning investments with adoption, workplace behavior, operational outcomes, and financial value. This shift helps executives see learning as a business capability rather than a support function that simply delivers programs.

The transition requires more than replacing a few metrics. It involves redefining success, aligning stakeholders before development begins, and creating a measurement system that follows the learner from participation to performance.

Why Output Reports Fall Short

Output metrics are easy to collect because they describe events controlled by the learning team. A dashboard can show that 2,000 employees completed a module or that a leadership workshop received a 4.6 rating. However, neither figure confirms that participants applied the skill, changed a decision, or improved a business result.

A high completion rate can even conceal weak adoption. Employees may finish required content without using the new process, managers may fail to reinforce the behavior, or workplace systems may make application difficult. Reporting activity without context can create an inflated view of program effectiveness.

Impact reporting does not discard output data. It places those measures at the beginning of a broader evidence chain, where participation is connected to application, behavior, and results.

Start With Business Decisions

The strongest measurement plans begin with a business question. Leaders might need to know whether a new sales methodology is increasing conversion, whether manager training is reducing unwanted turnover, or whether technical instruction is shortening time to proficiency.

That question should shape the learning objective and the evidence collected. Instead of asking, “How many people completed the course?” the team can ask, “What observable behavior should change, how quickly should it change, and which business indicator should move afterward?”

This approach also clarifies ownership. Business leaders define the desired result, managers observe and reinforce performance, and learning professionals design experiences that support the required capability.

Connect Learning to Workplace Behavior

Learning creates value when people use it in real work. Measurement should therefore include behavioral indicators such as faster customer response, better coaching conversations, improved compliance decisions, or more consistent use of a new workflow.

Instructional design plays a central role in making those behaviors measurable. Scenario practice, realistic decisions, job aids, and manager reinforcement provide stronger evidence than passive content consumption. Teams designing for distributed employees can apply remote learning practices to create experiences that transfer into hybrid and virtual work environments.

Behavior measures should be specific enough to observe. “Leaders communicate better” is difficult to evaluate, while “managers conduct a documented monthly development conversation using the new framework” can be tracked through observation, system records, or employee feedback.

Use a Balanced Evidence Set

A credible impact report combines several forms of evidence. Quantitative data can reveal changes in productivity, quality, revenue, retention, or cycle time. Qualitative evidence explains why those changes occurred and identifies barriers that numbers alone may miss.

The measures below show how reporting can mature from activity tracking to business interpretation.

Reporting level	Example measures	What it reveals
Reach	Enrollment, attendance, completion	Who accessed the learning
Experience	Relevance ratings, confidence, satisfaction	How participants perceived the experience
Adoption	Practice frequency, tool usage, manager reinforcement	Whether learning entered daily work
Capability	Assessment results, observed behaviors, time to proficiency	Whether performance improved
Business impact	Quality, sales, retention, productivity, risk reduction	Whether organizational results changed
Financial value	Cost savings, revenue contribution, avoided costs	Whether the investment created economic value

No single measure proves causation. A stronger analysis compares trained and untrained groups where possible, examines trends before and after implementation, and considers external factors such as staffing changes, technology updates, or market conditions.

Make Adoption a Shared Responsibility

Learning adoption is heavily influenced by the employee’s manager. Managers allocate time, demonstrate expectations, provide feedback, and decide whether new skills are used in everyday work. A program without manager involvement may generate strong learner reactions but weak performance transfer.

Organizations can improve this connection by engaging managers before launch. The guidance in fostering manager buy-in helps position learning as a practical business intervention rather than an additional administrative requirement.

Impact reporting should therefore include manager-led indicators, such as coaching frequency, observation completion, team adoption rates, and examples of applied learning. When managers participate in measurement, they become partners in improving outcomes rather than distant recipients of a report.

Apply Predictive Evaluation Early

Traditional evaluation often waits until a program is complete. Predictive Evaluation changes the timing by forecasting likely adoption, impact, and return on investment before substantial resources are committed. This allows stakeholders to test assumptions while the program can still be improved.

The process can examine factors such as business alignment, learner readiness, manager support, practice opportunities, measurement access, and environmental barriers. If a new skill will not be reinforced or if the relevant business data is unavailable, the team can address those weaknesses before launch.

Forecasts should be treated as decision tools, not guarantees. After implementation, actual evidence can be compared with the forecast to identify what worked, what differed, and which conditions most influenced results. Over time, this builds organizational knowledge about effective learning investments.

Establish an Impact Reporting Rhythm

Impact measurement becomes sustainable when it is built into normal business reviews. A useful reporting rhythm may include an early adoption check, a 30- or 60-day behavior review, and a later business-outcome analysis. Each review should answer a specific decision question and identify the action that follows.

Keep executive dashboards concise. Show the intended outcome, current evidence, confidence level, barriers, and recommended decision. Detailed survey results and learner comments can remain available as supporting documentation rather than overwhelming the central message.

Practical moves for making the shift include:

Replace completion-only goals with adoption and performance targets.
Define observable behaviors before creating learning content.
Secure manager commitments for reinforcement and follow-up.
Establish baseline business measures before launch.
Report assumptions, limitations, and contributing factors transparently.

The goal is not to claim that every business result came from training. The goal is to provide credible evidence about the contribution learning made and the conditions that strengthened or weakened that contribution.

Organizations ready to move beyond activity dashboards can begin with one priority program. Map its intended business result, identify the behaviors that support it, establish baseline measures, and review evidence at agreed intervals. With a disciplined approach, learning teams can turn reporting into a strategic conversation about capability, performance, and return on investment.

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.