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

Why Adoption Metrics Should Precede Satisfaction Surveys

Training feedback often begins with a familiar question: “Did participants enjoy the session?” Satisfaction scores are easy to collect, simple to report, and useful for identifying immediate delivery issues. Yet they reveal little about whether employees used the new knowledge when work demanded it.

Adoption metrics provide a stronger starting point. They show whether people accessed the resources, practiced the skills, changed a workflow, or applied a leadership behavior after training. These signals connect learning activity with workplace performance before opinions about the experience shape the evaluation.

This sequence matters because organizations invest in capability, productivity, risk reduction, and business results—not positive survey comments alone. A disciplined measurement strategy makes that connection visible.

Satisfaction does not equal transfer

A participant may rate a workshop highly because the facilitator was engaging, the room was comfortable, or the content felt relevant. Those experiences can support learning, but they do not prove that employees retained the material or transferred it to daily work.

The reverse can also occur. A demanding program may receive moderate satisfaction ratings while producing meaningful behavior change. Employees might find a new process difficult because it challenges familiar habits, yet still use it consistently and improve performance over time.

Adoption measurement focuses on what happens after the event. It tracks observable actions such as tool usage, manager coaching conversations, process compliance, practice completion, and application of new skills.

What adoption metrics reveal

Useful adoption metrics should reflect the intended behavior of a learning program. For a software rollout, this may include active users, feature utilization, completion of critical workflows, and support-ticket trends. For leadership development, it may involve feedback frequency, delegation practices, team check-ins, or quality of performance conversations.

The right indicators should be defined before delivery begins. A learning team can then establish a baseline, identify the desired future state, and monitor progress across a realistic period. This creates a clearer view of engagement, knowledge application, and behavior change.

For example, a manager program for first-time leaders should measure more than attendance and post-session enthusiasm. A practical leadership blueprint can help connect learning objectives with observable management practices and team outcomes.

Move from activity to business value

Adoption is an intermediate signal between participation and organizational impact. It does not automatically prove financial return, but it offers evidence that the conditions for impact are developing. When people consistently use a new capability, analysts can investigate whether productivity, quality, retention, customer experience, or safety indicators are changing.

A useful measurement chain may look like this:

Measurement stage	Example question	Typical evidence
Participation	Who attended or accessed the program?	Registration and completion data
Adoption	Are employees using the new capability?	Usage records, observations, manager checks
Application	Is the behavior appearing in real work?	Workflow data, quality reviews, coaching logs
Impact	What changed because of the behavior?	Productivity, sales, quality, retention
Return	Does the value justify the investment?	Cost-benefit or ROI analysis

This approach supports predictive evaluation by identifying likely outcomes early rather than waiting until the end of a program to search for proof. It also helps learning leaders distinguish a content problem from a reinforcement problem, manager-support issue, or operational barrier.

Use surveys as a diagnostic layer

Satisfaction surveys still have a legitimate role. They can identify confusing instructions, weak examples, technical problems, poor pacing, or barriers that affect the learner experience. Those findings help improve instructional design and training delivery.

The mistake is treating satisfaction as the primary success metric. A high rating may conceal low application, while a low rating may reflect the difficulty of developing a valuable capability. Survey results become more meaningful when interpreted alongside adoption and performance data.

A short survey can therefore ask targeted questions: whether learners intend to use the skill, what might prevent application, and what support they need. Follow-up evidence can then test whether those intentions became workplace behavior.

Design the measurement sequence early

Measurement should begin during program design, not after the final session. Start by defining the business problem, the behavior expected from employees, and the operational conditions required for adoption. Then select leading indicators that can be gathered without creating excessive reporting work.

A practical sequence includes:

Establish a baseline for the current process, behavior, or performance level.
Define two or three observable adoption behaviors linked to the learning objective.
Set review points for early use, sustained application, and business impact.
Combine system data, manager observations, work samples, and targeted surveys.
Assign ownership for interpreting evidence and acting on barriers.

This structure makes evaluation more useful to executives and operational leaders. It shows whether a program needs better content, stronger manager reinforcement, improved access, or changes to the surrounding work environment.

Connect learning evidence with decisions

Adoption data has the greatest value when it informs action. If usage drops after the first month, the organization may need job aids, practice opportunities, or manager reminders. If adoption is strong but performance remains unchanged, the issue may sit in process design, incentives, staffing, or technology rather than training.

A learning consultancy should help leaders build this connection into the operating model. Dave Basarab Consulting supports enterprise learning strategy, custom development, leadership programs, and evaluation practices that connect capability-building with business results.

That connection also improves resource allocation. Programs with strong adoption and measurable impact can be expanded, while initiatives with weak uptake can be redesigned before additional investment is committed. The result is a more credible learning function and a clearer basis for executive decisions.

Organizations ready to strengthen this approach can explore learning consultancy services that integrate learning strategy, delivery, and outcome measurement. Begin with the behaviors the business needs, track whether employees adopt them, and use satisfaction feedback to refine the experience—not to define success by itself.

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.