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

Designing Learning Through Behavioral Economics

Effective workplace learning depends on what employees do after the session ends. A well-structured course may explain a process clearly, yet adoption can remain low when the desired behavior feels difficult, inconvenient, or disconnected from daily priorities.

Instructional design provides the architecture for capability development, while behavioral economics explains how people make decisions in real environments. Together, they create learning experiences that account for attention, motivation, habits, social influence, and the practical pressures surrounding work.

This intersection gives learning leaders a stronger way to connect education with performance. It shifts the focus from course completion toward observable behavior, business outcomes, and the conditions that make application more likely.

Why behavior matters in learning

Traditional training often assumes that knowledge leads naturally to action. In practice, employees can understand a new policy and still follow an old routine because the familiar choice requires less effort. Behavioral economics calls attention to these friction points, including limited attention, competing incentives, and decision fatigue.

Instructional designers can respond by identifying the specific moments when a behavior must occur. A sales representative may need to ask a better discovery question, while a manager may need to give timely feedback. Designing around these moments produces relevant practice instead of broad information coverage.

The result is a learning experience that respects how people actually work. Short scenarios, realistic prompts, checklists, and immediate feedback can make the preferred action easier to remember and easier to perform.

Making desired actions easier

Choice architecture is especially useful in corporate learning. The sequence of a digital module, the wording of a prompt, and the default action within a workflow can all influence participation and follow-through. Small design decisions may determine whether learning becomes a habit or disappears after the event.

For example, a leadership program can ask participants to schedule a feedback conversation before leaving the session. A learning burst can end with a single workplace commitment rather than a long list of intentions. These techniques reduce the distance between learning and execution.

This is where learning consultancy services can support a broader enterprise learning strategy. The design must fit the organization’s systems, manager expectations, communication channels, and performance priorities.

Building motivation into the experience

Motivation is rarely a fixed personal trait. It changes with context, perceived value, confidence, and social norms. Employees are more likely to use a new skill when they can see its relevance, believe they can perform it, and observe respected colleagues using it successfully.

Instructional design can build these conditions through credible examples, peer discussion, guided rehearsal, and visible reinforcement. A scenario should reflect the pressures learners face, including time constraints, ambiguous information, and competing goals. Realism increases the likelihood that participants will recognize when to apply the skill.

Learning programs can also use commitment devices and timely reminders. A manager might receive a prompt before a one-to-one meeting, or a team could review a newly introduced practice during an existing operating rhythm. These nudges support transfer without relying on enthusiasm alone.

Comparing design choices

Different learning approaches produce different behavioral conditions. The best choice depends on the complexity of the skill, the frequency of use, and the level of support available after training.

Design approach	Behavioral principle	Best use	Measurement signal
One-time workshop	Social proof and active practice	Shared concepts and team alignment	Demonstrated skill during practice
Learning bursts	Reduced cognitive load	Simple behaviors repeated over time	Completion and workplace application
Job aids	Lower friction at the moment of need	Process-heavy or infrequent tasks	Error reduction and faster execution
Coaching reinforcement	Accountability and feedback	Leadership and interpersonal skills	Manager observation and behavior change
Scenario-based learning	Realistic decision framing	Judgment, risk, and customer situations	Quality of decisions in simulations

A blended approach is often more effective than selecting a single format. A workshop can establish a common language, short digital experiences can reinforce it, and manager-led practice can connect the behavior to business routines.

Measuring adoption and business impact

Behavioral design becomes more credible when evaluation tracks what happens beyond the classroom. Participation data is useful, but it does not show whether employees adopted the skill or whether adoption influenced performance.

Predictive Evaluation helps organizations examine likely adoption, impact, and return on investment before and after deployment. By using predictive analytics, learning leaders can identify programs with stronger success conditions and focus measurement on meaningful indicators.

Those indicators may include cycle time, quality scores, customer retention, safety incidents, manager effectiveness, or sales conversion. The appropriate measure depends on the behavior being developed and the business result it is expected to influence.

Applying the approach at scale

Large organizations need consistency without making every learner experience identical. A common behavioral framework can guide instructional design across regions, roles, and delivery channels while allowing examples and practice activities to reflect local realities.

Learning teams should map the full performance environment before building content. This includes incentives, technology, manager support, communications, workflow constraints, and existing habits. If the surrounding system rewards the old behavior, even excellent instruction will struggle to produce change.

A practical implementation sequence can help teams focus their effort:

Define the observable behavior and the business result it should influence.
Identify friction, incentives, social norms, and moments of decision.
Design practice around realistic workplace choices.
Add prompts, manager reinforcement, and job aids where application occurs.
Measure adoption early and refine the program using evidence.

When instructional design and behavioral economics work together, learning becomes a mechanism for changing performance rather than simply distributing information. Organizations can make desired actions clearer, easier, and more visible while creating evaluation practices that reveal whether those actions matter.

Build your next learning initiative around the decisions employees must make and the results the organization needs. Dave Basarab Consulting can help connect enterprise learning strategy, custom design, leadership development, delivery, and Predictive Evaluation into a measurable path from capability to business impact.

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.