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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

Making Learning Analytics Matter to the Business

Making the business case for investing in learning analytics requires more than reporting attendance, completion rates, or satisfaction scores. Senior leaders need evidence that learning changes workplace behavior, strengthens capability, reduces risk, and supports measurable business priorities.

A sound analytics approach connects learning activity with operational outcomes. It helps decision-makers see which programs are being adopted, where employees struggle to apply new skills, and whether investment is producing value. This shifts learning and development from a service function to a strategic contributor.

The strongest business cases also acknowledge uncertainty. Training rarely produces results in isolation, so credible analysis separates the influence of learning from market conditions, technology changes, management practices, and other factors. The goal is practical evidence that supports better decisions.

Why Learning Analytics Deserves Executive Attention

Organizations invest heavily in leadership programs, compliance training, onboarding, technical education, and performance support. Without meaningful measurement, however, leaders may know how much training was delivered but not whether it improved performance.

Learning analytics provides a way to connect learner data with business indicators. Useful measures might include time to proficiency, sales conversion, error rates, customer retention, safety incidents, productivity, or internal mobility. The right metrics depend on the business problem rather than the learning platform.

This perspective can reveal waste as well as opportunity. A popular course may have limited workplace impact, while a smaller learning burst may help employees solve a costly operational problem. Analytics gives leaders a basis for reallocating resources.

Start With Business Decisions

A convincing investment case begins with the decisions leaders need to make. They may be deciding whether to expand a program, redesign a curriculum, target a different audience, or stop an intervention that is not delivering expected value.

This means defining success before content development begins. A leadership program, for example, might be expected to improve manager coaching, reduce regrettable turnover, or increase employee engagement. Each objective calls for different evidence and a different evaluation design.

Organizations reviewing their broader direction can also examine these strategy refresh signs before adding more courses. A learning strategy that lacks business alignment will produce weak analytics, regardless of the sophistication of its reporting tools.

Build A Measurement Architecture

A useful measurement architecture links four layers: learning activity, learner behavior, workplace application, and business outcome. Completion data belongs at the first layer, while observed skill use, manager feedback, and performance indicators provide evidence at the later stages.

Data quality matters as much as data volume. Definitions should be consistent across systems, reporting periods, and business units. Analysts should also identify comparison groups, establish baselines, and document assumptions so that results can be interpreted responsibly.

Predictive Evaluation strengthens this process by examining likely adoption and impact before a program is fully deployed. Forecasting can identify risks early, allowing teams to adjust reinforcement, manager support, communications, or delivery methods before results are compromised.

Compare Evaluation Approaches

Different evaluation methods answer different questions. A dashboard may show participation, while a business-impact study explores whether performance changed. Selecting the method should reflect the decision, the available evidence, and the consequences of getting the decision wrong.

Evaluation approach Primary question Useful evidence Best business use
Activity reporting Did people participate? Enrollment, attendance, completion Monitoring reach and access
Learner feedback Did participants value the experience? Surveys, interviews, confidence ratings Improving design and relevance
Capability assessment Did knowledge or skill increase? Tests, simulations, demonstrations Confirming learning progress
Application analysis Are employees using the skill? Observation, manager ratings, workflow data Diagnosing transfer barriers
Business-impact evaluation Did results improve? Operational and financial indicators Supporting investment decisions
Predictive evaluation What is likely to happen? Forecasts, risk factors, baseline data Guiding design and resource allocation

No single measure should carry the entire argument. A strong evidence portfolio combines leading indicators, such as practice and manager reinforcement, with lagging indicators, such as productivity or retention. This balance helps leaders act before a full business cycle has passed.

Turn Evidence Into Adoption

Analytics has limited value if it remains inside a reporting function. Findings should be translated into actions for sponsors, managers, facilitators, and learners. If application is weak, the response may involve job aids, coaching, workflow changes, or clearer expectations rather than another course.

Communication should also match the audience. Executives may need a concise view of risk, value, and resource implications. Managers may need practical guidance on reinforcing behavior. Learning teams need diagnostic detail that helps them improve design and delivery.

Adoption data is especially valuable because it shows whether a program has become part of daily work. Tracking usage of tools, participation in practice, manager follow-up, and repeated application can reveal where an initiative is losing momentum.

Recommendations For A Credible Investment Case

A practical proposal should make the analysis understandable to finance, operations, human resources, and executive sponsors. Use plain business language, state what will be measured, and clarify how the evidence will influence future funding.

  • Tie each learning objective to a specific operational or strategic priority.
  • Establish baseline performance before launching the intervention.
  • Combine participation, capability, application, and business-impact measures.
  • Use comparison groups or trend analysis when controlled experiments are impractical.
  • Forecast adoption risks and define corrective actions before delivery begins.

The financial case should include expected benefits, implementation costs, measurement costs, and the time required for results to emerge. When exact return on investment cannot be calculated, a transparent range or evidence-based value narrative is more credible than false precision.

A consulting partner can help create the measurement model, select meaningful indicators, design learning experiences, and prepare leaders to interpret findings. Dave Basarab Consulting connects enterprise learning strategy, instructional design, leadership development, learning bursts, and training delivery with measurable organizational outcomes.

A disciplined approach to learning analytics gives leaders confidence that training investment is being managed as a business asset. Explore Predictive Evaluation services to develop a clearer forecast of adoption, impact, and return, then use that evidence to guide your next learning 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.

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