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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

Turning Training Activity Into Measurable Business Value

Training is often judged by what is easiest to count: attendance, completion rates, satisfaction scores, hours delivered, or digital modules launched. These figures describe training output. They can confirm that a learning initiative was produced and consumed, but they do not prove that employees changed how they work.

Business outcomes appear further along the chain. They may include faster sales cycles, fewer safety incidents, stronger customer retention, improved manager performance, or reduced operating costs. Connecting learning activity with these results requires a deliberate measurement strategy rather than a final survey alone.

For organizations investing heavily in workforce capability, the distinction matters. A well-designed program can generate impressive activity while producing little operational value. Conversely, a focused intervention with modest participation may create a substantial improvement in performance.

Defining Training Output

Training output is the immediate evidence that a learning solution has been created, delivered, and accessed. Common indicators include the number of workshops delivered, learners enrolled, completion percentages, assessment scores, and participant ratings.

These measures are useful for managing the learning function. They reveal whether a program reached its intended audience, whether the content was available, and whether the delivery process operated as planned. They also support decisions about scheduling, communication, technology, and instructional design.

The limitation is that output measures stop close to the learning event. A learner may complete a course without applying the skill, or may rate a workshop highly because it was engaging rather than useful on the job.

Defining Business Outcome

A business outcome is a meaningful change in organizational performance that supports a strategic or operational objective. It describes what improved after employees had the opportunity to use new knowledge, skills, or behaviors.

Examples include increased first-call resolution, shorter production downtime, greater proposal conversion, improved quality scores, and lower employee turnover in a critical role. The relevant outcome depends on the business problem the learning initiative is intended to address.

Outcomes should be stated in operational terms. “Employees understand coaching” is a learning objective. “Managers conduct effective monthly coaching conversations, raising team productivity by a defined percentage” connects capability with business performance.

Why The Difference Matters

Confusing output with outcome can lead leaders to fund programs because they are busy rather than because they are effective. High completion rates may hide weak transfer to the workplace, unclear manager support, or barriers in the surrounding process.

A stronger evaluation model traces the path from learning activity to adoption and results. It asks whether participants used the new behavior, whether their work improved, and whether that improvement contributed to a business measure. This approach also recognizes that training is rarely the sole cause of organizational change.

The client experience associated with enterprise learning work can help organizations examine this chain across different industries and performance contexts. The central issue is practical: what changed in the work, and how does that change matter to the business?

Comparing Measures At Each Level

Different measures answer different management questions. Treating them as interchangeable creates misleading reports and weak investment decisions.

Measurement Level Typical Evidence Main Question Example
Training output Enrollments, completions, attendance Was the program delivered and accessed? 92% of assigned employees completed the course
Learning gain Assessments, demonstrations, practice scores Did participants develop the target capability? Average simulation scores increased by 25%
Behavior adoption Observation, workflow data, manager checks Are employees applying the capability? Managers use the new coaching process each month
Business outcome Revenue, quality, speed, retention, safety Did performance improve in a valuable way? Customer resolution time falls by 12%
Return on investment Benefit estimates and program costs Was the investment financially justified? Quantified benefits exceed implementation costs

A useful scorecard includes measures from several levels, with a clear reason for including each one. Completion data may be appropriate for operational control, while adoption data may be more important for determining whether reinforcement is needed.

Building The Link To Performance

The connection begins before content development. Stakeholders should identify the business objective, the performance gap, the behaviors that influence it, and the conditions employees need in order to perform differently.

For example, if customer churn is rising, a training team should avoid assuming that product knowledge is the answer. The actual causes may include poor account planning, inadequate service processes, pricing constraints, or unclear escalation policies. Learning can address the capability portion of the problem, while other interventions address the system.

Predictive Evaluation offers a way to forecast expected adoption, impact, and return before a program is fully launched. The Predictive Evaluation methodology supports a more disciplined conversation about evidence, assumptions, and anticipated business value.

Designing Evaluation That Leaders Can Use

Evaluation should be planned alongside the learning solution, not added after delivery. Establish a baseline, define the target behavior, select leading indicators, and agree on the business metric that may change. Where practical, compare results across teams, time periods, or levels of exposure.

Timing also matters. Immediate knowledge checks can show short-term learning, while adoption measures may require weeks or months. Business results may emerge later still, especially in leadership development, sales enablement, and culture-related initiatives.

Managers play a vital role in validating transfer. Their observations, workflow data, performance conversations, and coaching records can reveal whether training has become part of daily work. When findings are shared in business language, learning leaders gain credibility and executives can make better investment choices.

Recommendations For Stronger Measurement

  • Start with a specific business problem instead of a generic request for training.
  • Define the workplace behavior that should change after learning.
  • Pair completion and satisfaction data with adoption and performance indicators.
  • Establish baselines and targets before the program launches.
  • Report assumptions and contributing factors rather than claiming training caused every result.

Training output remains valuable, but it is the beginning of the measurement story. The real test is whether people apply what they learned and whether that application supports a meaningful business result.

To connect enterprise learning with measurable performance, explore Dave Basarab Consulting and build an evaluation approach that gives leaders evidence they can act on.

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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