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

Predictive evaluation: a practical walkthrough for L&D leaders

Learning and development leaders are increasingly expected to prove that training changes behavior, strengthens capability, and supports business performance. Attendance figures and satisfaction scores can describe activity, but they rarely explain whether a learning investment will produce meaningful results.

Predictive Evaluation offers a practical way to connect learning strategy with operational outcomes. It combines business analysis, learner data, performance indicators, and adoption assumptions to forecast likely impact before a program is fully deployed.

The process is useful for leadership development, technical training, compliance initiatives, sales enablement, and enterprise-wide capability building. It gives L&D teams a disciplined method for deciding what to measure, when to measure it, and how to adjust the intervention when results fall short.

Start with business signals

Begin with the business problem rather than the requested course. A business sponsor may ask for training because productivity is declining, managers are struggling, or customers are reporting inconsistent service. Those symptoms can have several causes, including unclear processes, weak incentives, limited tools, or insufficient skill.

Clarify the performance gap in observable terms. Define what people do today, what successful performance looks like, and which business measures reflect the difference. If the organization is already questioning its learning priorities, these strategy refresh signs can help identify whether the issue is isolated or systemic.

A useful diagnostic conversation includes four points: the target population, the critical behaviors, the conditions required for transfer, and the business result that should change. This prevents L&D from treating every performance challenge as a content problem.

Build the forecast

Once the performance objective is clear, estimate the chain from learning activity to business value. The chain may include participation, knowledge gain, skill application, behavior change, operational improvement, and financial or strategic impact. Each link carries uncertainty, so record assumptions rather than presenting the forecast as a guaranteed outcome.

For example, a manager program might forecast that 80% of participants will complete the learning, 65% will apply a coaching routine, and teams receiving consistent coaching will reduce avoidable turnover by a defined percentage. The forecast becomes credible when each estimate has a source, owner, and review date.

Forecast training impact by combining historical results, pilot data, expert judgment, and baseline performance. Even imperfect estimates can improve decision-making when they make assumptions visible and invite timely correction.

Match measures to decisions

Evaluation works best when every measure serves a decision. L&D leaders should resist collecting data simply because a platform makes it available. A useful measure tells the team whether to scale, redesign, reinforce, pause, or investigate an intervention.

Evaluation point	Useful evidence	Decision it supports
Readiness	Manager support, time allocation, access to tools	Proceed, modify launch conditions, or delay
Participation	Enrollment, completion, attendance, practice activity	Improve reach and remove access barriers
Capability	Assessments, simulations, observed practice	Strengthen content or coaching
Adoption	Frequency and quality of target behaviors	Add reinforcement or manager support
Business impact	Productivity, quality, retention, revenue, risk	Scale, refine, or stop the program

Use a balanced set of leading and lagging indicators. Leading indicators, such as practice frequency and manager reinforcement, provide early warning. Lagging indicators, such as error reduction or improved customer retention, help establish whether the change mattered to the organization.

Design for adoption

A strong learning experience can still fail when the workplace makes application difficult. Predictive evaluation therefore includes the transfer environment: manager behavior, workflow design, technology, incentives, peer norms, and opportunities to practice. These conditions often determine whether capability becomes routine performance.

Build adoption into the program from the beginning. Learning bursts, job aids, manager check-ins, peer practice, and targeted reminders can make desired behaviors easier to repeat. Each support should connect to a specific risk identified in the forecast.

Segment the audience when adoption barriers differ. New managers may need guided practice, experienced leaders may need reflection on existing habits, and frontline employees may need tools embedded directly into their workflow. This increases relevance while producing clearer evidence about what drives results.

Create an operating rhythm

Predictive evaluation is a management process rather than a final report. Establish review points before launch so stakeholders know when evidence will be examined and what actions may follow. A practical rhythm might include a readiness review, an early adoption check, a transfer review, and a business-impact assessment.

Recommendations for maintaining that rhythm include:

Assign one accountable owner for each outcome and measure.
Set a baseline before learners begin the program.
Record assumptions behind every forecast.
Review leading indicators early enough to change the intervention.
Share findings in business language, including cost, risk, speed, and capability.

Keep the reporting concise and decision-oriented. A dashboard that shows completion without adoption or operational impact may create false confidence. A smaller set of connected measures is usually more valuable than a large collection of disconnected metrics.

Equip leaders to use evidence

Senior leaders need to understand what the evaluation can establish, what remains uncertain, and which conditions influence the result. Present findings as a reasoned account of contribution rather than an exaggerated claim that training alone caused every business change. This approach builds trust and encourages shared ownership between L&D and operational teams.

Leadership development also benefits from a business-focused perspective. Dr. Phil Young’s business acumen expertise reflects the importance of helping leaders connect capability decisions with commercial priorities, financial outcomes, and organizational performance.

When leaders participate in defining outcomes and reviewing evidence, evaluation becomes part of governance. L&D gains a stronger voice in investment decisions, while business sponsors gain a clearer view of how learning supports execution.

Make the next investment measurable

The practical value of Predictive Evaluation lies in its timing. It helps leaders make better choices before resources are committed, identify adoption risks while there is still time to respond, and demonstrate business contribution with evidence that stakeholders can understand.

Start with one priority initiative, define its performance chain, establish a baseline, and agree on review points with the sponsor. Then use the findings to improve the program while it is in motion. A measurable learning strategy turns training from an isolated event into a managed capability 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.