Organizations in North America and Europe invest heavily in training programs for their employees in hopes that such programs will lead to business impact. Yet, the extent to which these programs give sufficient returns are unclear. This study explored how the factors training reputation, perceived benefits, supervisor support, and pretraining motivation influence training transfer. This study sampled 72 participants across three training programs in Norsk Hydro, a multinational organization. Results indicate that training reputation, perceived benefits, and pretraining motivation are significantly correlated to transfer. These findings aid practitioners in designing training programs that seeks to maximize knowledge transfer back into the job context.