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

The art of writing learning objectives that drive behavior change

Training succeeds when people do something differently after the session, not simply when they remember information. A well-written learning objective creates that bridge between instruction and workplace performance by defining what employees must do, under what conditions, and to what standard.

This makes objectives useful to more than facilitators and instructional designers. Managers can use them to reinforce expectations, learners can understand the value of practice, and business leaders can connect capability development with measurable results.

Behavior change rarely comes from vague intentions such as “understand communication” or “learn the sales process.” It comes from precise statements that make performance visible and give the organization a way to evaluate adoption.

Begin with the business result

Start by identifying the business problem the learning experience should address. A leadership program might respond to slow decision-making, while a customer service course could target repeat complaints or inconsistent issue resolution. The desired business result gives the objective a meaningful direction.

Next, identify the employee behavior most likely to influence that result. If customer retention is falling because service representatives fail to follow up, the learning objective should focus on completing a defined follow-up process. It should not stop at teaching product knowledge unless that knowledge directly changes the required action.

This connection protects learning teams from producing impressive but irrelevant content. A clear line from business need to workplace behavior also makes it easier to use objectives with KPIs when evaluating whether training has delivered value.

Describe observable performance

Strong objectives use active verbs that can be seen, heard, or measured. “Prepare,” “diagnose,” “prioritize,” “demonstrate,” “negotiate,” and “analyze” describe performance. Verbs such as “know,” “understand,” and “become familiar with” describe internal states that are difficult to verify.

A useful objective answers three practical questions: What will the learner do? In what situation will the learner do it? How well must the learner perform? For example: “Given a customer escalation, the representative will identify the root issue, propose two appropriate resolutions, and document the agreed action in the service system with no critical errors.”

Specificity does not require unnecessary complexity. One objective should generally describe one meaningful performance outcome. When several unrelated actions are packed into one statement, learners and evaluators cannot tell which capability needs attention.

Build objectives around conditions

Conditions explain the context in which performance must occur. They may include a realistic case, a software platform, a set of customer data, a time limit, or access to approved reference materials. Including these details makes practice closer to the real work employees must perform.

Standards define acceptable performance. They might involve accuracy, speed, compliance, quality ratings, or completion of required steps. The standard should reflect actual job expectations rather than an arbitrary classroom target.

Consider the difference between “handle difficult conversations effectively” and “using the company feedback model, conduct a 10-minute performance conversation that includes a specific observation, an impact statement, and an agreed next step.” The second objective gives designers a basis for simulations and managers a basis for coaching.

Choose measures that prove progress

Assessment should mirror the behavior described in the objective. If employees must make decisions, a multiple-choice quiz may check recognition but will not fully demonstrate application. Role-play, work samples, demonstrations, system data, and manager observations often provide stronger evidence of performance.

Evaluation should also extend beyond the training event. Learning teams can examine whether employees adopt the new behavior, whether performance indicators shift, and whether the change contributes to financial or operational outcomes. Predictive Evaluation offers a structured way to forecast and measure these connections before and after a learning initiative.

Objective element	Useful question	Example
Behavior	What must the employee do?	Diagnose the customer’s primary issue
Condition	Where or with what resources?	Using the service platform and customer history
Standard	What level is acceptable?	Resolve the case within policy with no critical errors
Evidence	How will performance be verified?	Case simulation and follow-up system data

A balanced measurement approach may include immediate demonstration, manager feedback after training, adoption data, and business KPIs. This prevents the organization from treating attendance or satisfaction scores as proof of behavior change.

Make practice part of the objective

An objective becomes more powerful when the learning design gives people repeated opportunities to perform it. Practice should include realistic decisions, consequences, feedback, and another attempt. Employees need to experience the judgment required in the role, not just rehearse definitions.

Feedback should point to the objective’s standard. Instead of saying that a response was “good,” a facilitator might identify whether the learner gathered enough evidence, followed the required process, or selected an appropriate action. This turns feedback into a usable performance guide.

Short learning bursts can support reinforcement between formal sessions. A brief scenario, manager prompt, or job aid can remind employees to apply one behavior at the moment of need. The objective remains the anchor that keeps these activities focused.

Reinforce change after training

Workplace conditions strongly influence whether a new behavior survives. Managers need to know what employees practiced, what evidence to look for, and how to coach gaps. Systems, incentives, workload, and access to tools must also support the expected behavior.

A continuous learning approach works best when reinforcement is practical rather than overwhelming. Spaced practice, peer discussion, targeted resources, and timely coaching can keep capability development active without turning every workday into another course. Guidance on building a continuous learning culture can help organizations make reinforcement sustainable.

Learning objectives should therefore appear in facilitator guides, assessments, manager conversations, performance support, and evaluation plans. Repetition across these touchpoints signals that the behavior matters beyond the classroom.

Practical checks before launch

Review each objective against the work employees are expected to perform and the evidence the organization can realistically collect. These checks help instructional designers remove ambiguity before development begins:

Replace passive verbs with observable actions.
State the situation, tools, or constraints that shape performance.
Define a credible quality, speed, accuracy, or compliance standard.
Match practice activities and assessments to the stated behavior.
Identify adoption and business measures that can be monitored after training.

When objectives are written this way, learning becomes a performance system rather than an isolated event. Dave Basarab Consulting can help organizations translate strategic priorities into measurable capability, design relevant learning experiences, and evaluate whether new behaviors are producing business results. Connect your learning strategy, instructional design, and Predictive Evaluation efforts around objectives that employees can act on and leaders can measure.

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.