The transfer of training to the workplace often fails to occur. The authors argue that feedback generated within the work environment about the application of newly learned skills in the workplace helps to close the gap between the current performance and the desired goal of full application of what is learned during training. This study takes a social network perspective and explores the role of feedback generated within the social network in fostering motivation-to-transfer and the transfer of training. The results show that the number of people providing feedback and the helpfulness of this feedback are positively related to the motivation for and actual transfer of training. The frequency of feedback appears to be negatively related. This study underlines the importance of feedback in turning the workplace into a learning environment fostering the transfer of training. It also suggests the value of adopting a social network perspective. IntroductionRapid advancements in knowledge and technology require professionals to develop themselves continually. As organizations try to improve their performance, investments are made to increase the performance of employees through professional development (Cromwell & Kolb, 2004). Training is among the means to support this professional development. Although a large amount of money is spent on training, it is estimated that only 10-20 percent from what is learned during the training is applied Feedback and transfer of training 81in the workplace (Kirwan & Birchall, 2006). For training to be beneficiary, individuals participating in this training need to take new knowledge back to the workplace and apply what they have learned (Hatala & Fleming, 2007;Wang & Wilcox, 2006). This effective and continuing application of the knowledge and skills gained by trainees to their jobs is known as transfer of training (Broad & Newstrom, 1992;Kirwan & Birchall, 2006). Yet, research indicates that this transfer to the workplace is confronted with many challenges (Burke & Hutchins, 2007;Curry et al., 1994;Kirwan & Birchall, 2006).Within the different factors discerned as influencing the transfer process, support provided by the organizational environment has been found to be a main indicator for transfer of training . Although the crucial role of support is stressed, the specific role of feedback received minor attention in the transfer of training research. This paper argues that, particularly, the feedback that is provided by the environment on the application of newly learned skills in the workplace helps to close the gap between the current performance and the desired goal of full application of what is learned during the training. To gain insight into the patterns of feedback within the participants' social network, this paper takes a social network perspective (Hatala & Fleming, 2007). This perspective focuses on the interpersonal mechanisms and the social structures that exist among people within an organization (Wasserman & Faust, 1994). In this way, it becomes possible to unrav...