Your Chief Virtual Learning Architect

Learning to Performance

Read More
Custom Design & Delivery

Read More
Predictive Evaluation

Read More
Enterprise Learning Strategy

Read More

› ‹

1
2
3
4

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 five metrics every learning strategy consultant should track

A learning strategy becomes credible when it demonstrates how development activity changes organizational performance. Enrollment counts and satisfaction scores can show that a program was delivered, but they rarely explain whether employees applied what they learned or whether the business gained measurable value.

The five metrics every learning strategy consultant should track should cover the complete path from participation to performance. This means combining learning data, workplace behavior, operational outcomes, and financial evidence rather than relying on a single success measure.

A useful measurement system also needs to fit the organization’s strategic priorities. The enterprise learning strategy should identify which capabilities matter most, how they will be developed, and what evidence will demonstrate progress.

Strategic alignment and priority coverage

The first metric is strategic alignment: the percentage of learning initiatives directly connected to defined business priorities, capability gaps, or performance objectives. A program may be popular and well designed yet still consume resources without addressing an important organizational need.

Consultants can calculate this by reviewing the portfolio and assigning each initiative to a documented business outcome. The result should reveal whether learning investment is concentrated on areas such as customer experience, sales effectiveness, operational quality, compliance, innovation, or leadership capacity.

Alignment is also a governance measure. When every major program has an explicit business sponsor, target audience, capability objective, and success indicator, senior leaders can make clearer decisions about funding and sequencing.

Participation and learning adoption

The second metric is adoption. This includes enrollment, attendance, completion, active use of learning resources, and participation in follow-up activities. These indicators show whether employees can access the learning experience and whether the program earns enough relevance to sustain attention.

Adoption should be examined by audience, location, role, manager, and delivery method. A strong overall completion rate can conceal weak engagement among a critical group, while a short learning burst may produce high usage but little retention. Segmenting the data makes those patterns visible.

Consultants should also track the speed and consistency of adoption. If employees delay participation, managers fail to reinforce the content, or access declines after launch, the issue may involve workflow design, communication, technology, or perceived usefulness rather than learner motivation.

Capability growth and knowledge retention

The third metric is capability gain. Pre- and post-assessments, simulations, demonstrations, and manager observations can show whether participants acquired the knowledge or skills the program was designed to build. This is more meaningful than simply recording time spent in a course.

Retention matters because immediate post-training scores can overstate durable learning. A follow-up assessment after several weeks or months provides evidence of recall, confidence, and practical competence. It also identifies topics that need reinforcement through coaching, practice, or learning bursts.

Assessment quality is essential. Measures should reflect real job demands and distinguish between knowing a concept and performing a task. For leadership programs, input from specialists such as emotional intelligence expertise can help ensure that interpersonal capabilities are evaluated through observable behaviors rather than vague self-ratings.

Behavior change and business performance

The fourth metric is application on the job. Learning creates value when employees change decisions, processes, conversations, or customer interactions. Consultants can track this through manager check-ins, workflow data, quality reviews, sales activity, customer feedback, or structured observation.

The fifth metric is business impact. Depending on the initiative, relevant outcomes may include faster onboarding, higher productivity, fewer errors, stronger retention, improved customer satisfaction, increased revenue, or reduced risk. The measurement period should be defined before launch so that stakeholders know what change to monitor.

Metric	What it reveals	Useful evidence
Strategic alignment	Whether learning supports business priorities	Portfolio review, sponsor objectives
Adoption	Whether the target audience engages with the intervention	Attendance, completion, usage, follow-up activity
Capability growth	Whether knowledge or skill has improved	Assessments, simulations, demonstrations
Behavior change	Whether learning is applied at work	Observation, workflow data, manager feedback
Business impact and ROI	Whether performance and value have improved	Operational KPIs, financial analysis, forecast versus actual results

Attribution requires discipline. Business results are influenced by market conditions, technology, staffing, incentives, and leadership decisions. A sound evaluation approach documents assumptions, compares relevant baselines, and estimates the contribution of learning instead of claiming that training caused every positive movement.

Forecast accuracy and return on investment

A forward-looking learning function should estimate expected adoption, impact, and return before significant resources are committed. Predictive Evaluation supports this approach by turning assumptions into explicit forecasts that can later be compared with observed results.

Forecast accuracy is itself a valuable metric. If projected participation, capability growth, or business impact regularly differs from actual performance, the organization can improve its assumptions, stakeholder interviews, data sources, and program design. This makes evaluation a management tool rather than a report produced after the fact.

ROI should be interpreted alongside strategic value and risk reduction. Some programs generate direct financial returns, while others protect compliance, strengthen succession, or prepare the organization for future capability demands. A balanced business case can express financial benefits while documenting nonfinancial outcomes.

Build a practical measurement rhythm

Metrics become useful when they guide decisions at specific points in the learning lifecycle. Establish ownership, timing, data sources, and thresholds before launch so that measurement does not depend on last-minute data collection.

A practical operating rhythm can include the following:

Review strategic alignment during portfolio planning and funding decisions.
Monitor adoption weekly during launch, then monthly for sustained programs.
Assess capability immediately after learning and again during the reinforcement period.
Check behavior change with managers and operational data at defined milestones.
Compare forecasted and realized business impact during quarterly performance reviews.

The goal is not to collect every available data point. It is to select evidence that helps leaders decide whether to scale, adapt, reinforce, redesign, or stop an initiative. Clear dashboards should connect learner activity to capability and organizational results without obscuring the assumptions behind the analysis.

Make these five measures part of every major learning decision, from needs analysis through post-program review. Contact Dave Basarab Consulting to connect learning strategy, instructional design, leadership development, delivery, and Predictive Evaluation with the business outcomes your organization needs.

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.