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 hidden costs of poor training adoption and how to avoid them

A training program can be expertly designed, well attended, and still fail to improve performance. The deciding factor is adoption: whether employees apply new knowledge consistently when real work creates pressure, ambiguity, and competing priorities.

When learning stays inside the classroom or learning management system, the organization pays for development without receiving the expected operational value. Lost productivity, repeated errors, manager frustration, and delayed business results can quietly exceed the original training budget.

Poor training adoption is rarely caused by employee indifference alone. It often reflects weak alignment with business needs, limited reinforcement, unclear expectations, or a measurement strategy that tracks activity instead of behavior and outcomes. A practical learning strategy must address those conditions before they become expensive.

Where the hidden costs appear

The most visible expense is wasted training investment: facilitator time, content development, technology, travel, and employee hours. The less visible cost is the performance gap that remains afterward. Employees may continue using inefficient processes, managers may repeat corrective coaching, and customers may experience inconsistent service.

Low adoption can also create opportunity costs. A sales team that does not use a new qualification method may miss revenue. A production team that ignores updated procedures may increase rework or safety exposure. A leadership program that never changes managerial behavior can leave retention, engagement, and succession problems untouched.

Why employees fail to apply learning

Transfer breaks down when training is disconnected from the decisions employees make every day. Generic examples, excessive theory, and unrealistic practice activities make it difficult for learners to recognize when and how to use a new skill.

The work environment matters just as much. Employees may lack time, manager support, system access, incentives, or permission to change established routines. A strong learning strategy connects the program to job tasks, leadership expectations, workflow design, and the conditions required for sustained behavior change.

The business impact of weak adoption

Training adoption should be assessed across several dimensions rather than reduced to attendance or satisfaction scores. The following view shows how early signals connect to business consequences.

Adoption area	Warning signal	Hidden cost	Useful measure
Awareness	Employees cannot explain the purpose	Confusion and inconsistent priorities	Knowledge or message recall
Capability	Learners pass quizzes but struggle in practice	Errors, rework, and slower execution	Skill demonstration
Application	New behaviors appear briefly or unevenly	Limited productivity or quality gains	On-the-job observation
Manager support	Supervisors do not reinforce the training	Old habits return quickly	Coaching and follow-up rates
Business impact	Operational metrics remain unchanged	Unrecovered training investment	Revenue, quality, time, or retention results

Connecting these levels helps leaders distinguish a content problem from an environment problem. For example, low application with strong assessment scores may indicate that the training works but the workflow, tools, or management routines do not support it.

This is why business outcome metrics should be selected before delivery begins. Forecasting the expected contribution and defining evidence in advance makes it easier to identify weak adoption early and adjust the intervention before costs accumulate.

Build adoption into the design

Adoption starts with a precise performance problem. Instead of asking what employees should know, learning teams should identify what people must do differently, under which conditions, and how that change will affect business results.

Instructional design should then include realistic scenarios, decisions, tools, practice, feedback, and job aids. Short learning bursts can support this process when they reinforce a specific behavior at the moment it is needed. A focused resource on microlearning practices can help organizations use brief learning experiences without turning them into disconnected content fragments.

Reinforce learning after delivery

A single event rarely creates durable behavior. Reinforcement can include manager check-ins, peer practice, reminders, guided reflection, performance dashboards, and targeted coaching. Each activity should point back to the same job behavior and business objective.

Managers have a particularly important role because they shape the daily consequences of adoption. They can create opportunities to practice, recognize correct application, remove barriers, and address drift. When leaders receive simple coaching prompts and clear success indicators, reinforcement becomes part of operating rhythm rather than an extra assignment.

Recommendations for reducing adoption risk

A focused implementation approach can prevent training from becoming an isolated event:

Define the operational behavior and business result before creating content.
Involve managers early so they can reinforce expectations after delivery.
Use realistic practice, workflow tools, and performance support alongside instruction.
Measure knowledge, application, adoption, and business impact as separate signals.
Review early data and adjust the program before low uptake becomes a permanent pattern.

Predictive Evaluation provides a disciplined way to forecast adoption, identify likely barriers, and connect learning activity with measurable organizational value. It helps decision-makers prioritize evidence that matters instead of relying on completion rates or favorable reactions alone.

Organizations that treat adoption as a design and measurement responsibility can protect their training investment while improving capability where it counts. Contact Dave Basarab Consulting to develop a learning program that employees use, managers reinforce, and business leaders can evaluate through meaningful results.

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.