Reading Chapter 7, read the Opening Case: LensCrafters (p. 201). Reference Werner, Jon M.; DeSimone, Randy L. (2012). Human Resource Development (6th ed.). SouthWestern College Pub Opening Case One day, the director of training at LensCrafters got a call suggesting that top executives were looking to improve the company's bottom line and couldn't find enough tangible evidence that the company's training programs were producing a measurable return on the company's investment. Top management at this optical retailer understood that employee training was important, but they wanted to know what evidence was available to show that there was in fact a payoff to the organization from the money being spent on training. The phone conversation ended with a challenge: \"What are you going to do about this?\" Questions: If you were the director of training in this situation, what measures would you like to have available before you responded to top management? That is, what types of evidence do you think management would find convincing that training was having a positive impact on the organization? Why did you pick the measures that you did? How would you go about collecting the data for the measures you selected