Here is what ALPA said about that:

Airline Training Programs
Most airlines, which include many of the major or “legacy” carriers and the larger, “mature,” regional airlines, do an outstanding job of hiring and training pilots. They normally require significant flight experience including substantial amounts of multi-engine and turbojet time. However, some smaller regional airlines which may have very thin profit margins due to the economics of the contract between them and their major airline, have traditionally not offered compensation packages which enable them to hire experienced pilots. As a result, they must often employ pilots with little experience and bare minimum qualifications who are willing to take these low-paying positions in exchange for an opportunity to build experience so that they can move to a career airline. ALPA has prepared a white paper on improving future airline pilot performance which discusses training, hiring, and mentoring airline pilots which we would be pleased to make available to the committee.

Some airline training programs, including those at mature regional airlines, are extensive and exceed the regulatory minimums. When pilot experience at the new-hire level dropped severely below 1,000 hours, or less than a year’s worth of total flight experience, these airlines wisely extended their training process and doubled the initial operating experience (IOE) program requirement for these pilots. However, this cannot be said for all airlines.
Economic pressures push some airlines to train to the minimum requirements set by regulations. These minimums were established decades ago and were based on pilots coming into the airlines with much more experience than many pilots have today. Experience allows pilots to broaden their approach to problem solving and decision-making above the technical proficiency needed to fly the aircraft. It allows for the recognition of outside patterns and trends that develop during the course of routine flights and permits crewmembers to accomplish tasks specific to their cockpit position as well as be aware of the tasks being performed by other crewmembers.

Experienced pilots tend to identify more pertinent clues and generate more alternatives in problem solving and decision making than inexperienced pilots ALPA believes the licensing and training methodologies used successfully in the past may not work where airline pilots entering airline operations do not have the background or experience that previous generations of incoming airline pilots possessed. In meeting this challenge, the airlines and other training providers must develop methodologies to “train experience” that in the past was acquired in the traditional maturation and progression to becoming an airline pilot. This training should include extensive and detailed academic courses of learning taught in classrooms by well-qualified instructors.

Screening
Few, if any, airlines tailor their training programs based on their new hires’ past flying experience. The airline industry has seen significant changes – some of which involve pilot demographics – that have not been reflected in our training practices. For example, there are considerably fewer former military pilots in the airline ranks than in years past. The military services extensively screen their candidates, who are generally required to have a four-year college degree, before being accepted into pilot training. Once accepted, military training provides intense and rigorous classroom academic instruction as well as in-depth flight instruction that takes over one year. Additionally, pilots today coming from non-military backgrounds often do not have the challenging experience of their predecessors on which to build – e.g. flying corporate, night freight, or flight instructing - before being hired at entry-level, or regional air carriers. These demographic changes require a new focus on standardization and professionalism training and even some fundamental flying skills. The previous training programs based on the assumption of more experienced pilot candidates will not be sufficient; “one-size-fits-all” training is ill suited to the task.

The financial commitment of training and the historical time commitment to build experience to qualify to be hired by an airline through the civilian route and the considerable time and sacrifices needed to serve in the military acted as a screening process to eliminate those only marginally interested in becoming an airline pilot. However, with new pilots being hired with as little as 200 hours total flight time (much of which could have been in a simulator) and fewer military pilots seeking airline jobs, this de facto screening process that helped ensure only the highest performing people make it to the airlines is no longer effective. Today, many regional airlines do nothing to discourage their experienced pilots from quitting so as to hire lower-paid replacements.
Flight experience and pilot capabilities cannot be measured by mere flight hours. Airlines used to have an extensive screening process that included psychology tests, academic knowledge tests, simulator flying skill evaluations and medical conditioning exams. As the number of pilot applicants declines and airlines become more desperate to fill the positions, these screening processes have been reduced and some elements completely eliminated.
Airlines need to reestablish thorough screening processes, or their equivalent, to ensure that the applicants they hire will be able to maintain an equivalent or better level of safety, professionalism and performance than their predecessors. Flight schools need to implement extensive screening processes for students pursuing a professional pilot career. Regulators need to provide the oversight to ensure that these screening tools are implemented effectively by the airlines and flight training organizations, as well as modify pilot qualification regulations to include much more rigorous education and testing requirements in order to provide a screening process that begins prior to initial pilot certification and continues at the airlines.

Command and Leadership Training
The FAA does not currently require command training for pilots who upgrade to captain. The agency does require that an applicant for an airline transport pilot certificate have knowledge of aeronautical decision making and judgment, as well as crew resource management, to include crew communication and coordination. We do not consider these requirements to rise to the level of command training. The difference between the two approaches is a focus on knowing what to do versus knowing how to do it. Training in decision making, for example, might emphasize all the things that a pilot must investigate in order to make a sound decision, but might not provide strategies for how to stick to that good decision in the face of pressure from outside entities to compromise.

The role of captain includes far more than the ability to fly the aircraft from the left seat and perform the checklists. Some airlines have courses for teaching prospective captains how to lead a crew, exercise command authority, take charge of a situation, and so forth, all of which are critical safety skills that must be learned. They are not simply inherent to being the one “in charge.” Specific training should include emphasis on setting the tone for compliance by adhering to standardized procedures. Other topics that should be trained include reinforcing the skills, aptitude, and character necessary to lead fellow crewmembers (informally or otherwise) in compliance with procedures.

Mentoring Programs
In addition to promoting professional conduct among crewmembers, at least one airline whose pilots ALPA represents has a detailed, structured, pilot-mentoring program. This program provides a wide variety of resources and benefits to new-hire crewmembers as they become acquainted with their airline and becoming an airline pilot. The program pairs experienced line pilots with new hire pilots in an effort to answer many of the frequently asked questions, such as bidding, jump seat travel, vacation, etc., from new hires. Pilot mentors also assist new hires as they transition from the training environment to flying the line, and throughout their first, probationary year. There is also another aspect of the program that assigns a senior captain or check airman to newly upgraded captains once they are online and out on their own. This greatly assists new captains as they become accustomed to requirements for command.
http://www.alpa.org/portals/alpa/pre...-09written.pdf

Like I said, its probably going to up to the airline to do what they want with that information. Just as its required for the airline to get your air carrier training history, they do what they want with that information as well. I guess that just as many people failed upgrade/recurrent training and still got hired at their next job, they will also hire people that failed their private pilot or CFI checkrides. I would only be concerned if you show a pattern of failures and not just a bad day.