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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.

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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.

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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.

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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.

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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.

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Predictive Evaluation

Why Training Adoption Belongs to the Leadership Team

Training adoption is often treated as an HR metric: attendance is recorded, completion rates are reported, and employees are reminded to finish their courses. Those measures matter, but they do not explain whether people use new knowledge when real work begins.

Adoption happens when employees see a clear reason to change, have the time and resources to practice, and receive consistent signals from the people who manage their performance. These conditions are shaped primarily by executives, department heads, and frontline leaders.

HR and learning teams provide essential expertise in instructional design, facilitation, communications, and evaluation. Yet sustainable behavior change requires business leadership to make learning relevant, visible, and operational.

Leaders create the conditions for learning

Employees interpret leadership behavior as a statement of organizational priorities. If a manager cancels practice sessions, ignores newly acquired skills, or rewards old habits, the training message loses credibility. A polished course cannot overcome a workplace that sends conflicting signals.

Senior leaders establish the strategic connection between capability building and business performance. They determine which skills matter, explain why they matter now, and allocate time for employees to develop them. This turns training from an isolated event into part of the operating model.

Managers have an equally important role. A supervisor who discusses course concepts in team meetings, observes application, and recognizes progress makes adoption practical. Employees are more likely to transfer learning when their immediate manager expects and supports the new behavior.

Completion is not the same as adoption

A completed module shows that someone accessed or finished an experience. It does not show whether the employee understood the content, applied it correctly, or produced a better result. Confusing participation with adoption can make an organization feel successful while performance remains unchanged.

Effective learning initiatives define observable behaviors before delivery begins. For example, a sales program might focus on better discovery conversations, while a leadership program might focus on timely feedback and clearer delegation. These behaviors give managers something concrete to coach and employees something specific to practice.

Learning bursts can help maintain momentum between formal sessions. Short, targeted interventions are easier to connect with daily work, especially when leaders reinforce them at the right moments. A practical guide to microlearning for teams shows how brief learning experiences can support sustained performance rather than become disconnected content.

Business outcomes need shared ownership

When HR owns every part of a training initiative, business leaders may view it as a support function rather than a performance priority. Shared ownership changes the conversation. The sponsor supplies the business case, managers enable application, and the learning team designs an effective path to capability.

Evaluation should begin with the result the organization needs. That may involve faster onboarding, fewer quality errors, stronger customer retention, safer operations, or a deeper leadership bench. Training is one possible contributor to these outcomes, so leaders should agree on the expected chain from learning to behavior to business impact.

A Predictive Evaluation methodology can help organizations forecast adoption and impact before a program launches. This gives sponsors an opportunity to test assumptions, identify barriers, and clarify the evidence that will demonstrate value.

Adoption factor HR or learning contribution Leadership responsibility Evidence of progress
Relevance Align content with role needs Connect skills to strategic goals Employees can explain why the change matters
Practice Design realistic activities Protect time for application New behaviors appear in daily work
Reinforcement Provide tools and follow-up Coach, recognize, and correct Managers discuss progress consistently
Accountability Track participation and feedback Include application in performance conversations Teams meet agreed behavior or outcome targets
Impact Analyze learning and business data Review results and remove barriers Performance improves against a defined baseline

Managers turn knowledge into behavior

The period after training is where adoption is won or lost. Employees need opportunities to use the skill, feedback on their performance, and support when the old process feels easier. Managers are best positioned to provide this immediate reinforcement because they see the work in context.

A simple manager toolkit can include coaching prompts, observation checklists, team discussion questions, and examples of successful application. These resources reduce the burden on managers while making follow-through more consistent across departments.

Leaders should also remove obstacles that training cannot solve. If employees lack authority, suitable systems, staffing capacity, or clear procedures, asking them to “apply the learning” is unrealistic. Adoption requires operational alignment as much as individual motivation.

Measurement should guide decisions

Useful measurement goes beyond attendance, satisfaction scores, and quiz results. Those indicators can diagnose the learning experience, but leaders also need evidence about transfer and performance. Measures might include manager observations, process adherence, productivity, customer outcomes, or reduced rework.

The right indicators depend on the initiative and its business context. A compliance program may emphasize risk reduction, while a leadership program may examine retention, team climate, or internal promotion readiness. Defining these measures early prevents evaluation from becoming an afterthought.

Clear measurement also supports better decisions. If adoption is weak, the organization can determine whether the issue is program design, manager reinforcement, competing priorities, or a structural barrier. That diagnosis is more useful than simply declaring that employees failed to engage.

Build leadership accountability into the rollout

Training adoption becomes a leadership responsibility when sponsors and managers have explicit commitments. These commitments should be visible before launch, included in communications, and revisited during business reviews. Accountability does not require complicated bureaucracy; it requires clear expectations and follow-through.

Organizations can assign an executive sponsor, identify manager actions, and set review points at 30, 60, and 90 days. This creates a rhythm for checking whether employees are practicing the skill and whether the business is seeing the intended effect.

Practical actions for business leaders

  • Name the business problem and the behavior change the training must support.
  • Give managers protected time and simple tools for coaching after the program.
  • Include application goals in team discussions and performance conversations.
  • Track adoption and business indicators together rather than relying on completion data.
  • Remove workflow, technology, or policy barriers that prevent employees from using new skills.

Make learning part of how work is led

HR should remain a strategic partner in capability development, instructional design, facilitation, and evaluation. Its influence grows when business leaders actively carry the initiative into meetings, decisions, coaching conversations, and performance reviews.

Organizations seeking stronger alignment can explore enterprise learning strategy support that connects learning programs with measurable business results. When leaders make the desired behavior visible and practical, training has a far better chance of becoming standard practice.

Start by choosing one priority initiative, naming the leadership behaviors required for adoption, and agreeing on the evidence that will show progress. Then make those commitments part of the way the business is managed—not an item left solely to HR.

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.

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