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 training wastage happens and how better metrics prevent it

Training can consume substantial budgets while producing little measurable change. Employees attend sessions, complete digital modules, and receive certificates, yet performance remains unchanged. The problem is rarely a lack of effort from the learning team. More often, the program was designed without a clear connection to business priorities or a reliable way to track adoption.

Training wastage happens when organizations measure activity instead of value. Attendance, completion rates, and satisfaction scores are easy to report, but they do not prove that people can apply new skills or that the business benefited. A stronger measurement strategy follows the entire path from learning experience to workplace behavior and commercial results.

Where training investment starts to leak

Wastage often begins with an unclear performance problem. A company may commission communication training when the real issue is an inefficient approval process, weak manager accountability, or missing product knowledge. A well-delivered course cannot solve a problem that training was never designed to address.

Poor audience definition creates another source of waste. When a program is assigned to everyone, employees with different roles and skill gaps receive the same content. Some participants are bored, others are overwhelmed, and few receive enough practice in the situations that matter most to their jobs.

Timing and reinforcement also influence value. A single workshop may create enthusiasm, but skills fade when managers do not coach employees, systems do not support the new behavior, and leaders do not review progress. Learning must be treated as a performance process rather than an isolated event.

Why familiar metrics give a false sense of progress

Traditional learning reports are useful for administration, but they are weak evidence of impact. Completion shows that an employee finished an activity. A positive reaction score shows that the experience was acceptable. Neither measure confirms transfer, sustained use, or improved business performance.

A better framework combines leading indicators with outcome measures. Leading indicators reveal whether adoption is likely; lagging indicators show whether the desired result eventually appeared. Together, they help leaders identify problems early instead of discovering after a year that a large investment produced little change.

Measurement area	Weak signal	Stronger evidence
Participation	Attendance or completion	Participation by the right audience at the right time
Knowledge	Quiz scores	Demonstrated ability in realistic scenarios
Application	Self-reported confidence	Observed use of the target behavior
Management support	Manager satisfaction	Coaching, feedback, and follow-up activity
Business value	Training hours delivered	Changes in productivity, quality, sales, retention, or risk

Build a predictive measurement model

Predictive Evaluation gives organizations a practical way to forecast and measure training adoption, impact, and return on investment. The approach begins before delivery, with explicit hypotheses about what participants will do differently, what conditions will support that behavior, and which business indicators should move as a result.

For example, a leadership program might target faster decisions and stronger team performance. Its measures could include manager use of structured coaching conversations, employee clarity about priorities, reduced escalation rates, and improved delivery against operational goals. These measures create a chain of evidence rather than forcing leaders to rely on a single end-of-course survey.

Forecasting also improves decisions about scale. If early data shows that employees understand the content but managers rarely reinforce it, the solution may be coaching support rather than more modules. If adoption is high but business outcomes remain flat, the organization can test whether the target behavior is relevant or whether another operational barrier is limiting results.

Make managers part of the learning system

Managers are often the bridge between instruction and daily performance. They determine whether employees have opportunities to practice, whether new behaviors receive feedback, and whether work priorities support the change. Without active manager involvement, even excellent content can remain theoretical.

Targeted support is usually more effective than asking managers to become informal trainers. A focused resource on better manager coaching can help leaders use short conversations, observation, and feedback to reinforce specific behaviors. Measurement should track these actions because coaching activity is a leading indicator of adoption.

Learning teams can also provide manager guides, conversation prompts, observation checklists, and brief learning bursts. These tools make reinforcement easier to fit into normal work and create visible evidence that managers are helping employees apply new skills.

Design for application before delivery

Instructional design should start with the decisions, tasks, and behaviors employees must perform after training. Realistic scenarios, practice with feedback, job aids, and role-specific examples are more valuable than dense information that participants cannot use. Content should earn its place by supporting a defined performance outcome.

Program designers can also use insights from experienced practitioners. For instance, Terry Barber’s perspective can inform learning experiences that connect inspiration with practical action. Relevant expertise helps make training credible, memorable, and grounded in workplace reality.

Short learning bursts are useful when they reinforce a larger capability strategy. A brief activity can prompt a decision, rehearse a conversation, or remind employees to use a process. Its value depends on placement and follow-through, so each burst should have a stated behavior and a measure of use.

Put measurement into the operating rhythm

Metrics become useful when teams review them regularly and assign responsibility for action. A dashboard should show where adoption is strong, where support is missing, and whether business indicators are moving. It should also distinguish between correlation and proof, encouraging targeted tests rather than exaggerated claims.

Define the business problem before selecting a learning solution.
Set adoption and performance measures before launch.
Segment results by role, location, manager, and learner group.
Equip managers to coach the target behavior in real work.
Review evidence at agreed checkpoints and adjust quickly.

This discipline prevents measurement from becoming a reporting exercise. It turns evaluation into a management tool that guides design, reinforcement, resource allocation, and decisions about whether to expand or retire a program.

Organizations that connect learning data with operational evidence can reduce wasted spend while improving employee capability. Begin by selecting one important program, mapping its expected behavior change, and establishing predictive measures before the next delivery cycle. Then use the evidence to strengthen the learning experience and demonstrate how it contributes to business results.

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.