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

Why Custom Training Design Should Start with Business Outcomes

Custom training is often commissioned with a familiar request: create modules on a new process, system, product, or leadership capability. That request sounds practical, yet it can place content at the center before the organization has defined what success should look like.

A stronger approach begins with business outcomes. When learning is connected to measurable improvements in performance, customer experience, productivity, compliance, or revenue, instructional design becomes a business tool rather than a content production exercise.

This shift helps learning leaders make better decisions about scope, audience, practice, reinforcement, and evaluation. It also gives stakeholders a clear reason to support the program after launch.

Business Outcomes Set The Design Direction

A business outcome describes the change the organization needs, such as reducing onboarding time, improving forecast accuracy, increasing sales conversion, or lowering operational errors. A learning objective may support that result, but it is not the result itself.

Starting with outcomes clarifies whose behavior must change and under which conditions. For example, “understand the new platform” is vague. “Complete customer setup accurately within ten minutes using the new platform” gives designers a performance target that can shape practice activities, job aids, assessment, and follow-up support.

This distinction also prevents unnecessary content. Subject-matter experts may want to include every feature, policy, or historical detail. Outcome-led design asks which knowledge and skills are essential for reliable performance and which information can remain available as reference material.

Content Becomes More Relevant

Once the desired business result is clear, designers can map the capabilities required to achieve it. That may reveal a knowledge gap, a workflow problem, unclear decision rights, poor system usability, or insufficient manager reinforcement. Training may address part of the issue, while other barriers require process or technology changes.

A needs analysis grounded in performance evidence therefore produces a more credible solution. It can distinguish between what employees need to know, what they need to do, and what the organization must enable. The result may include instructor-led training, digital learning, coaching, learning bursts, performance support, or a blended learning journey.

A learning strategy roadmap can help connect those interventions to organizational priorities as the company grows. This roadmap approach is especially useful when multiple audiences, regions, and business initiatives compete for limited development capacity.

Measurement Starts Before Development

Outcome-based design makes evaluation part of the planning process rather than an afterthought. Before development begins, stakeholders can agree on baseline performance, target improvement, measurement windows, and the evidence that will indicate adoption.

Useful measures may include time to proficiency, quality scores, customer retention, cycle time, sales productivity, error rates, or manager observations. Learning metrics such as completion and assessment scores still have value, but they should support a broader view of whether people applied the capability in real work.

Predictive Evaluation strengthens this process by forecasting likely adoption, impact, and return on investment before launch. A digital transformation case study shows how evaluation can be connected to a larger change initiative instead of being limited to post-course satisfaction data.

Design Choices Should Reflect The Result

The desired outcome should influence the learning experience itself. If employees must make complex decisions, the program needs realistic scenarios and feedback. If they must perform a repeatable procedure, guided practice and searchable job aids may matter more than extended presentations.

Audience conditions also shape the solution. Frontline employees with limited time may benefit from short learning bursts delivered close to the point of need. Leaders may need facilitated discussion, coaching practice, and tools for reinforcing new behavior. Technical specialists may require simulations that reflect real systems and exceptions.

Business need	Useful design response	Evidence of progress
Faster time to proficiency	Guided practice and manager coaching	Reduced ramp-up time
Fewer process errors	Simulations, checklists, and job aids	Lower error rates
Better customer conversations	Scenario practice and feedback	Improved quality or conversion
Stronger leadership execution	Applied workshops and follow-up coaching	Observable behavior change
Higher adoption of a new system	Role-based practice and reinforcement	Usage and workflow data

Investment Decisions Become More Disciplined

When a program is tied to a business result, leaders can make clearer choices about investment. They can compare the expected value of a full curriculum with a focused intervention, a manager-led reinforcement plan, or a short series of learning bursts.

Forecasting value before launch is especially important when budgets are constrained or the organization is moving quickly. This ROI forecasting method helps stakeholders examine assumptions about reach, adoption, performance change, and financial impact before committing resources.

The approach also supports prioritization. A high-visibility request is not automatically a high-value request. Business impact, audience reach, urgency, feasibility, and measurement readiness provide a stronger basis for deciding what to build first.

Practical Steps For Outcome-Led Design

Teams can make the shift without delaying development. A short alignment session with business sponsors, operational leaders, subject-matter experts, and learning professionals can establish the result, the audience, and the evidence required.

Useful practices include:

Define the business problem in measurable performance terms.
Identify the behaviors and conditions required for improvement.
Separate essential learning from reference content.
Select evaluation measures before choosing delivery formats.
Plan manager reinforcement and post-launch support from the start.

This discipline produces custom training that is easier to defend, easier to evaluate, and more likely to influence business performance. It also creates a shared language between learning teams and executives, replacing activity-based reporting with evidence of progress.

Custom training design should begin where the organization needs to go, not with the material it happens to possess. Connect your next learning initiative to a defined business outcome, establish the measures early, and build an experience that helps people perform the work successfully.

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.