This work supports a process called Predictive Evaluation ‎(‎PE‎)‎ which enables practitioners to provide executives with compelling training data around the success of training in the three areas of Intention‎,‎ Adoption‎,‎ and Impact‎.‎ PEalso works to determine whether success has been achieved‎,‎ and provides lead indicators of future adoption ‎(‎transfer of learning‎)‎ along with recommendations for continuous improvement‎.‎ PE provides measurement dashboard along with tactics for improving results‎.‎ Predicting‎,‎ the core operational concept in this approach‎,‎ is a before‎-the‎-fact method which allows key decision makers to select the best training programs to support company strategy and operating plans‎.‎ Another way to think about this model is‎:‎ Predicting is before‎-the‎-fact to decide if to train‎.‎ Evaluating is after‎-the‎-fact measurement against the predictions‎.‎ There are four ways that the PE approach differs from other models in the field‎,‎ namely‎:‎ 1‎.‎ Whereas traditional approaches focus on costs and numbers‎,‎ not on forecasting financial return‎,‎ PE focuses on the predicted impact and its value‎-add to the organization‎.‎ 2‎.‎ Whereas traditional approaches view evaluation as after‎-the‎-fact with no measures of success‎,‎ PE employs repeated measures that mirror employees‎'‎ path to improved performance with predicted success gates‎'‎‎.‎ 3‎.‎ Whereas ROI and/or Cost‎-Benefit evaluations traditionally rely on subjective estimates‎,‎ PE provides concrete‎,‎ business‎-focused and evidence‎-based data on return on investment and does not use statistical averages based on subjective estimates of improved performance or productivity‎.‎ 4‎.‎ Whereas existing approaches work on an after‎-the‎-fact basis with one‎-off programs‎,‎ PE offers a determined prediction of the extent of transfer and impact and works well with programs that have repeated deliveries over a period of time‎.‎ Lacking the information that PE provides‎,‎ decision makers could fail to support those training programs that have the greatest potential for producing significant value to the company‎.‎ When decision makers decide to spend large sums of money on training‎,‎ they seek to evaluate their options as they evaluate other large investments that is so on the basis on financial returns to the company‎.‎ This work shows those decision makers how to accurately determine the potential ROI on such training programs before committing to them‎.‎