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Evaluating the returns to training at an enterprise level requires analysing the multi-layered and interconnecting set of relationships and decision-making processes involved in being in business. Training is not conducted in a vacuum, and the need for it, its design and conduct and its outcomes depend on the nature of the enterprise's skills requirements, work organisation, job design, employment practices and its product, production and investment strategies etc. This chapter reports on the findings of a project that sought to investigate these inter-relationships and the impact they had on the efficacy in a number of manufacturing and service industry enterprises located throughout Australia. The methodology was developed out of the research program conducted in the United Kingdom (UK) by Sigmund Prais and colleagues over a number of years. This called for a detailed comparative approach between enterprises of similar size and producing similar goods or services. What the study found was that there was no single set of 'proven winner' or 'best practice' relationships between training effort and the host of other factors impacting upon enterprise performance. Indeed, it found that these relationships are contingent upon the idiosyncratic characteristics of each enterprise.