It can support the case when it shows special or advanced knowledge relevant to the U.S. role. Attendance alone does not establish the standard, and USCIS does not prescribe a universal training-hour threshold.
Explain the capability acquired
Identify the subject, depth, assessment and practical use of each material training stage. A manager should explain what the employee can do as a result and why ordinary onboarding would not produce the same ability. Also establish qualifying foreign employment and the relationship between the businesses; a strong training file cannot substitute for either.
Separate three things that internal training records tend to blur: what was taught, what was learned, and what the employee has since done unsupervised. Only the third is directly persuasive, and it is usually the least documented. Ask the technical manager to name assignments where the employee applied the knowledge without oversight, and identify a record that shows it — a sign-off, a released document, an incident the employee resolved.
Where the training was delivered by a vendor rather than the employer, consider whether the resulting knowledge is genuinely about this organization’s processes or is instead a general industry qualification that other employers’ staff also hold. That distinction matters: a widely available certification, however demanding, tends to point away from knowledge that is special to the company, though it may still support the employee’s overall technical standing.