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

Using Predictive Evaluation to Identify Effective Manager Coaches

Manager coaching can shape performance, retention, confidence, and the speed at which employees apply new skills. Yet organizations often assess coaching through attendance records, satisfaction surveys, or occasional leadership reviews. These measures may describe activity without showing whether a manager’s coaching changes workplace behavior.

Predictive Evaluation provides a stronger approach. It connects early indicators of learning adoption with later evidence of performance, allowing organizations to estimate which coaching habits are likely to produce business value. This makes manager effectiveness measurable before annual reviews or long-term results arrive.

The method is especially useful when coaching quality varies across teams. By combining employee feedback, observed behaviors, operational data, and business outcomes, learning leaders can pinpoint effective coaches, identify inconsistent practices, and focus development resources where they will have the greatest impact.

What Predictive Evaluation Reveals

Predictive Evaluation examines the conditions that influence whether learning and coaching will be adopted. For managers, those conditions might include the frequency of one-to-one conversations, the quality of feedback, goal clarity, follow-up discipline, and an employee’s confidence in applying new skills.

The analysis can begin with a clear definition of effective coaching. A strong manager may help employees solve problems independently, translate training into daily work, address performance barriers quickly, and connect individual goals with team priorities. These behaviors become observable measures rather than vague leadership qualities.

Instead of waiting for productivity or retention data to appear, organizations can identify leading indicators. For example, employees who report specific coaching conversations may show faster skill application, fewer repeated errors, or stronger progress against performance objectives.

Linking Coaching Behaviors to Business Results

Effective coaching should be evaluated in the context of the work. A sales manager may be judged by opportunity conversion, forecast accuracy, and ramp-up time. A contact center manager may influence quality scores, resolution time, and employee retention. The relevant outcomes differ, so a universal coaching score can be misleading.

Predictive models connect manager behaviors with these operational results while accounting for factors such as team size, tenure, workload, role complexity, and previous performance. This helps distinguish coaching impact from circumstances outside a manager’s control.

The process can also reveal which behaviors matter most. Frequent meetings may have little value if they lack preparation and follow-through. Conversely, a shorter conversation that includes targeted feedback, practice, and a specific commitment may predict stronger adoption.

Building A Reliable Evidence Base

A useful evaluation combines quantitative and qualitative evidence. Employee pulse surveys can measure whether coaching feels relevant and actionable. Learning system data can show course completion and assessment performance. Performance platforms can contribute goal progress, quality metrics, and productivity trends.

Interviews, observation, and review of coaching notes add context. They can explain why a manager with high employee satisfaction achieves modest performance gains, or why another manager produces strong results with a less visible coaching style. Multiple sources reduce the risk of drawing conclusions from a single score.

Learning teams should establish a baseline before launching a manager development program. They can then compare early adoption signals with later business outcomes. This creates a practical feedback loop for adjusting content, reinforcement, and leadership support. Organizations seeking a structured way to connect training with performance can explore learning consultancy services that align evaluation with enterprise priorities.

Comparing Coaching Signals

A comparison framework helps leaders separate activity from effectiveness. The strongest measures usually combine what managers do, how employees experience it, and what changes afterward.

Evidence area	Example measure	What it may predict	Caution
Coaching activity	Frequency of documented conversations	Consistent support	Volume does not prove quality
Coaching quality	Employee rating of feedback specificity	Skill adoption and confidence	Ratings need clear standards
Follow-through	Completion of agreed actions	Behavior change	Missing records can distort results
Team outcomes	Goal progress or quality improvement	Business impact	External conditions may interfere
Sustainability	Results maintained over time	Durable performance	Short-term gains may fade

This framework can produce a manager coaching profile rather than a single ranking. A manager may demonstrate excellent relationship skills but need stronger accountability practices. Another may drive results efficiently while creating low psychological safety. Both profiles point toward different development actions.

Predictive Evaluation can assign greater weight to signals that demonstrate a stronger relationship with outcomes. The goal is not to label managers permanently. It is to determine which capabilities deserve reinforcement and which interventions are most likely to improve results.

Translating Findings Into Development

Once effective coaching patterns are visible, learning leaders can design targeted support. Managers who struggle with questioning techniques may benefit from practice-based workshops, role-play, and observation. Those who provide useful feedback but fail to follow up may need reminders, conversation templates, and team-level accountability.

Training should be reinforced inside the manager’s workflow. Short learning bursts, peer coaching, guided reflection, and prompts before one-to-one meetings can help convert concepts into habits. Custom design and delivery methods can support this connection between learning experiences and daily management routines.

Evaluation should continue after development activities are delivered. Early indicators can show whether managers are using the new behaviors, while later measures establish whether employees and business units are benefiting. This staged approach makes it easier to refine the program before resources are committed at scale.

Recommendations For Practical Implementation

Begin with a manageable pilot involving several teams and a defined business outcome. Establish privacy safeguards and communicate that the purpose is development, not surveillance. Then use consistent criteria to compare coaching practices across different managers and operating contexts.

Useful implementation priorities include:

Define two or three observable coaching behaviors linked to a specific business result.
Combine employee feedback, manager self-assessment, learning data, and operational metrics.
Track leading indicators within weeks and validate them against longer-term outcomes.
Give managers individualized feedback with practical rehearsal and follow-up support.
Reassess the predictive model regularly as roles, strategies, and performance conditions change.

A disciplined approach enables organizations to invest in manager capability with greater confidence. Rather than assuming that every completed leadership course produces the same result, learning teams can identify the behaviors that move performance and strengthen them through targeted development.

Start by selecting one coaching outcome, gathering a baseline, and testing which manager behaviors best predict progress. With Predictive Evaluation, organizations can turn coaching from an assumed leadership responsibility into a measurable driver of employee capability and business performance.

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.