In this exercise, please read the mini-case and answer the questions that follow. Robert Soolah is director of HR for a company that creates IT products and solutions. Recently, the company acquired a mid-sized software manufacturer. After the acquisition, Robert realized that there was competition among the "old" and "new" employees, and that the friction was negatively impacting the company's financial results. Robert decided to implement a series of HR initiatives aimed at increasing the collaboration among all employees and creating a culture of team building and respect. He designed an interpersonal skills training course that focused on positive communication and working with others. He also created an internal website where employees could voice their concerns about the acquisition and ask questions about future roles and direction of the organization. He produced a 360-degree performance feedback system that gave both old and new employees an opportunity to evaluate their colleagues. Finally, he added a team-based incentive to the compensation program to reward employees based on meeting group goals. When determining the effectiveness of the HRM practice, the analytic approach would focus on all of the following except determining whether the practice has the intended effect. using analytical data to increase organizational effectiveness. identifying specific metrics to assess organizational effectiveness. estimating the financial costs and benefits resulting from the practice. reviewing the various outcomes of the HRM functional areas. What should be Robert's main focus of the evaluation? whether the employees enjoyed the program the financial costs whether the practices have the intended effect employee satisfaction reviewing the outcomes of the HR functional areas