INTER-GENERATIONAL

MANAGEMENT &
LEADERSHIP
RESEARCH PROPOSAL
Dheeraj Kumar Rajamohan

ABSTRACT
The paper reviews the traits and psychology of the three major generations forming the
current workforce, and conducts a brief review of the intergenerational differences existing
in organizations which leads to conflict and disturbance in the system. The different
Leadership styles are also reviewed with a personal example to cite. From the mentioned
review a hypothesis is arrived at and a research proposal has been made. The different
research methods proposed to be applied have been discussed, and a survey has been
proposed. The paper concludes with the findings that can be expected from the research.
Contents
1. INTRODUCTION.........................................................................................................................2
2. LITERATURE REVIEW..............................................................................................................3
2.1 Generational Theory...........................................................................................................3
2.2 Intergenerational Interaction & Conflict............................................................................6
2.3 Leadership...........................................................................................................................8
3. HYPOTHESIS AND RESEARCH PROPOSAL.....................................................................10
4. RESEARCH DESIGN AND METHODOLOGY.....................................................................11
4.1 Integrative Approach.........................................................................................................11
4.2 Research strategy.............................................................................................................12
4.3 Data Analysis.....................................................................................................................14
5. EXPECTED FINDINGS AND CONCLUSION.......................................................................15
6. REFERENCES..........................................................................................................................17
APPENDIX.........................................................................................................................................19

1
 1. INTRODUCTION

The objective of this report is to understand and analyse existing literature and

papers on intergenerational differences leading to conflict in organizations, their

causes and to propose a research framework and methodology to take this study

further. The report shall also study the new management and leadership styles

required to manage different generations in an organisation.

A generation is a group of people to have taken birth in a said period of time. It has

been observed that people of the same generation share a particular behavioural

aspect in an organization as well as in the society. The generational difference can

also be called the generation gap. With respect to Organizations the generational

difference highlights in every aspect of the functioning and people of different

generations react differently to a given situation. This is mainly because a person’s

reaction is governed by his background, experiences, life style as well as age.

There are differences between generations because of changes due to aging,

experience, life stage, and simply being introduced to work at different periods in

time. (Cenamo & Gardner, 2008)

The three major generations in today’s work force around the globe comprise of the

Baby boomers (1946 to 1964) The Gen- x (1965 to 1981) and the Gen Y/Millennials

(born after 1982). The psychology of all the three generations are distinct and there

work ethics, work culture and modality differ largely from each other. The challenge

of the management is to keep all the three generations motivated to work in together

in harmony to focus on the basic objective of the organization.

2
As Aparna Joshi et al (2010) point out that the generational phenomena underlie

several complex organizational challenges. Yet many fundamental aspects of the

effect of generational differences on organizations remain to be researched. One of

the major concerns this paper analyses is the conflict that arises due to the

interaction between the various generations in an organization. One of the main

drawbacks that an organization could face due to conflict arising from

intergenerational differences is the transfer of firm based knowledge/skill from the

retiring baby boomers to the growing and upcoming Millenials. Sometimes, the

transfer of knowledge can also be from the millenials to the baby boomers,

especially the knowledge pertaining to new age technology.

2. LITERATURE REVIEW

2.1 Generational Theory

Though there is disparity among researchers with regard to the exact time range of

each of the generational categories there has been unison in the fact that there exist

generational differences in organizations and this need to be addressed with

effective leadership and management techniques.

A generation occupies a role that may be an office, status, or set of responsibilities,

and the period in that role is limited in the sense that one generation does not

occupy that role indefinitely. At some point, generational transition occurs, whereby

one generation succeeds another and comes to occupy that role indefinitely.

(Kimberly A & Benzoni,W. 2002)

3
According to Julie Cogin (2011), evidence suggests that there are marked

differences in expectations and motivators across the generational cohorts. These

changing and diverse needs and expectations have to be addressed by the

organization. For long, the studies of Generations have been more theoretical than

based on figures and numbers. Julie Cogin (2011) refers to a previous empirical

study that showed that cultural, political, and economic developments that occurred

during different time period of the generations and examined how these events

influenced the values of the generations. Below is an analysis of major events in

correlation to generations.

Baby Boomers

Individuals born post world war II, between 1946 to 1964 comprise this generation

category. They were affected by the war, civil rights revolutions, and protest. The

effect of this has been that they accept hierarchy and authority and are also loyal to

the organizations.

Generation X

Individuals born during the manufacturing and industrial boom between 1965 and

1981 comprise this category. They were affected by diversity and insecurity and

evolved to be better problem solvers in an organization.

Generation Y/ Millenials

Individuals born during the period between 1982 to 1994 comprise this category.

Millenials grew up at a time when technology was booming and are obviously tech

savvy and take to new age internet and technology with ease.

4
Further, Jean M.Twenge (2010) has used extensive empirical evidence to prove the

generational differences in work values and the generation shifts. It shows that the

Gen X and the Millenials have a lesser work centric approach and value leisure

activities more and express lesser work ethics as compared to the baby boomers.

The study shows higher extrinsic work values related to salary, incentive etc among

the millenials and Gen X. The empirical evidence in the work values below shows

the generational differences.

Table 1 Summary of Work values across generations.

Source-: Twenge,M,J., 2010, A Review of the Empirical Evidence on Generational

Differences in work attitudes, Journal of Business Psychology,25,207

From the above table it is evident that the change in the work values mostly if not all

has been gradual from one generation to the other, which shows a definite trend for

the future generations and changes that can be predicted in the organization. This

has also been researched by Brenda J.Kowske et al (2010) through empirical

analysis from the data collected over 18years of U.S employees. The research

5
confirmed the above showing that Millenials reported comparatively higher Job

satisfaction, job security satisfaction, recognition and career development, but

reported similar levels of satisfaction with pay, benefits and the work itself and

turnover intentions. The study also identifies the average change in the four work

attitudes of Job/company satisfaction, Job security, Career Development and

recognition to be just 1 to 2%, the highest being 1.8%. This further proves the above

hypotheses of gradual change in work values across generations.

However small or big the differences may be, the difference in work values indicates

difference in attitudes, psychology, perceptions and these differences lead to conflict

in organizations, especially when the organization has both Baby boomers and

Millenials wherein the difference would be more than the differences between

immediate preceding and succeeding generations. When there is interaction and

communication across generations with different work styles and attitudes friction

occurs.

2.2 Intergenerational Interaction & Conflict

According to Rollinson (2008), organizational conflict, is the behavior of an individual

or group that purposely sets out to block or inhibit another group (or individual) from

achieving its goals.

The element of intergenerational interactions lies in the potential for transmitting

skills, knowledge, experience and resources that one generation develops. However,

Aparna Joshi et al (2010) point out that the successful transfer of these resources

across generations cannot be taken for granted. The study classifies the interactions

in to resistive and transmitive interaction. Transmitive interaction is the one where

6
the knowledge and skill transfer happens with minimal or no conflict between

preceding, current and succeeding generations. This can arise with trust, empathy

and mutual respect across generations.

Resistive intergenerational interactions reflect the unsuccessful transfer of

knowledge and skills. This resistive interaction leads to conflicts, mistrust, and even

exit from the role of certain individuals. The Millenials dissent towards authority and

monopoly is one of the reasons to lead to such situations.

Intergenerational situations are problematic when there is a difference in preferences

between generations about how decisions should be made or resources should be

allocated. (Benzoni,A.K. 2002).

Millenials would be more adaptable to the latest technology and the changing work

environment where as the Baby boomers and the Gen X might need to Learn,

develop and then Compete. In addition to this, with the Baby boomers declining from

the work force and the Millenials increasing, there is bound to be insecurities leading

to friction.

Another form of intergenerational conflict that is extremely common but is overlooked

is the intergenerational discounting. These are conflicts that arise due to the increase

in burden to the current generation due to the decisions or actions taken by

preceding generations, the effect of which multiplies with the passage of time.

Every unit of benefit consumed by the present generation costs the future generation

more than one unit and every unit of burden left by current generations translates

into more than one unit of burden to the future generation. (Benzoni,A.K 2002). The

study suggests intergenerational reciprocity as the solution, which states that

7
individuals in the current generation should take decisions in a way that they would

have liked their predecessors to have taken. This approach not only minimizes

conflict but also saves a lot of resources for the organization. For this to happen an

organization centric attitude needs to be developed in the organization members,

and each member should put the organizations wellbeing ahead of their own

comfort.

The intergenerational differences have been existing between every preceding,

current and succeeding generation. From the above analysis it can be derived that

intergenerational management is a continuous and never ending process. Hence an

effective way of leadership needs to be designed to manage combination of different

Generations in an organization.

2.3 Leadership
In Simple terms leadership is defined as getting others to follow or the use of

authority in decision making. (Mullins, L.J, 2009)

The difference between managers and leaders should also be understood at this

point. A leader is a person who leads a group of individuals and is followed by a

majority in the organization by choice.

Quality or trait Approach

Assumes leaders are born and not made. Focus is on

the person in the job and not the job itself.

Functional or Group Approach

Focuses on function and responsibilities of

leadership. Assumes leadership can be learned and
developed.

Leadership as a Behavioural category

Focuses on the range of possible managerial

behaviour and importance of leadership style.

8
 Styles of Leadership

Focuses on the effects of leadership on those being

led. The behaviour adopted by managers towards the
staff.

Contingency Approach

Believes that there is no single style leadership to all

situations. The style depends on the situation and
interactions.
Inspirational leadership

Based on the personal qualities or charishma of the

leader and the manner in which the leadership
influence is exercised.

Transformational leadership

It is a process of engendering motivation and

commitment by creating a vision and appealing to the
higher ideals and values of the followers.

Table 2 Framework of different managerial leadership styles.

Source -: Adapted from Mullins, L.J., 2009. Management and Organisational

Behaviour, 8th edition. London: Financial Times Prentice Hall International Ltd.

A manager need not necessarily be a good leader. But to be a good manager one

has to be a leader. Especially, to manage an intergenerational organization the

managers need to be leaders. So now the question is how does one become a good

leader? One of the important solutions is by taking everybody on board and gaining

the trust of the group. The table above indicates a framework to study the different

styles of managerial leadership.

With regard to intergenerational management, an interesting incident comes to my

mind. I was working in a SME company where the Managing Director had to be

suddenly replaced by his son due to an exigency. Now the new generation Millenial

9
boss, having taken over from his father made drastic changes especially in

technological aspects of the organization, work culture and timings. This came as a

cultural shock to some of the older employees and the boss was shocked to be met

with resistance. There was no communication or discussion between the groups

before the changes were made. The approach was more exclusive than inclusive. A

leader needs to gain confidence of the organization before implementing changes

and ensure appropriate training is given to all the individuals involved before

implementing the changes. From the above management (table 2) styles a

combination of contingency and transformational approach of managerial leadership

should have been adopted.

Also, one of the reasons for Intergenerational conflict is a situation where a staff

member has to report to a younger manager. This is where the manager’s

capabilities to lead come to the rescue. One has to understand the preceding

generation’s traits and characteristic to be able to handle them better.

3. HYPOTHESIS AND RESEARCH PROPOSAL

It is concluded from the above that intergenerational differences are leading to

conflict in an organization. This will continue to the next generations as well if

corrective leadership and management styles are not adopted by organizations

depending on the specific traits and work patterns that each of the generations in the

work force seem to be following.

Encouraging all the three different age groups to work happily as a team, will require

imagination on all sides and competent management. (Mullins,L.J., 2009).

10
Though there is extensive research and literature in the field of generational divide,

conflict, differences, there have also been studies conducted on leadership and

management styles. However, there needs to be more research correlating these

two important aspects of organizational behaviour (viz. Generational differences and

Leadership) to guide management and leaders in handling Intergenerational

organizations and to avoid conflict. This can be done only by understanding the

generational traits across the generations, psychology of the different generations,

and understanding which style of leadership would be ideal in the situation. The

research will also attempt to analyse the shifting trends if exists between the early

and later cohorts of the same generation.

4. RESEARCH DESIGN AND METHODOLOGY

The research would be based on a realism view of the researcher based on the fact

that objects have an existence independent of the mind being aware of it. This gives

an open minded approach to the study and challenges one’s own perceptions as

well as in questioning the theories stated in the earlier texts on the topic.

4.1 Integrative Approach

The study would take an integrative approach combining both deductive and

inductive forms of study. The deductive approach of finding a causal relationship

between the variables of the study like Job satisfaction and employee retention

would be used in the study. Also quantitatively measured concepts based on

operationalization from reliable sources of research would be used as secondary

data in the research. And where applicable a generalization approach would be

adapted.

11
The study would also involve the inductive approach to research, through a theory

grounded study of Intergenerational management and leadership. In this approach

the research would collect and analyze data from previously available theories and

models. Research in this approach emphasizes the importance humans attach to the

events.

In practice the research would move from theory to critical analysis of both

quantitative and qualitative data. An independent view of the researcher would be

displayed on the theories and models applied in the research. A more flexible

approach would be adapted to permit changes of the research emphasis as the

research progresses.

4.2 Research strategy

The research study would use a combination of research strategies in conducting the

proposed research to cover 360° of topic which would involve analysis of Grounded

theory in the topic, surveys, and ethnography.

Grounded theory

As mentioned earlier an integrated approach would be adapted in analyzing the

theory to result in a possible ‘theory building’ which would be based on the existing

theories. The grounded theory approach which is structured and systematic, with set

procedures to follow at each stage of analysis would be applied. The need to

understand meanings and to generate categories to encompass these in a grounded

theory approach will therefore probably lead to conduct early analysis of smaller

units of data. The Axial coding process would be applied in relating the different

categories of data collected and then arranged in a hierarchical form, with the

12
emergence of subcategories. Also the relationship between different elements of the

syudy and categories would be explained in the analysis.

Surveys/Questionnaire

The survey strategy is usually associated with the deductive approach. The survey

method in this research would be the questionnaire/interview process, which would

allow the collection of data from considerable amount of data from sizeable

population in a highly economical way. Though the survey process is perceived to be

authoritative it largely depends on the background and personal experiences of the

people being surveyed and will have to be analyzed by the researcher before

generalizing the outcome of the questionnaire. The questionnaire would include the

questions attached in the appendix. The Survey questionnaire is inclusive and not

exhaustive. More questions would be added based on further research and study.

The questionnaire would form the main primary data of the research. The survey

should cover individuals across generations and also from as many countries as

possible. Given the technological advancement of emails and the personal contacts

of this researcher the survey can be obtained from at least 8 countries across the 5

continents.

As Saunders et al (2003) point out secondary data can provide comparative and

contextual and can result in unexpected revelations. Secondary data collection

would be collected during the entire study process and the research would largely be

based on the secondary data available. The relevant secondary literature would be

used as sources to identify the importance of intergenerational management and

leadership techniques and process.

13
 4.3 Data Analysis
Due to the integrated approach to the research, the study would involve mixed

methods of quantitative and qualitative analysis. The quantitative analysis is in

numbers and figures and shows the basic statistics of the research and is obtained

mainly from the secondary data sources. The qualitative research is based on the

expression and experience of the source and is not expressed in terms of numbers.

Table 3-: Quantitative & Qualitative research framework

Source -: Armstrong,M., 2008, Strategic Human Resource Management,4th

edition, Kogan Page Limited.

Both the methods are distinct, and the purpose of a quantitative approach is to

describe the current environment, investigate relationships, and to study cause and

effect, while the purpose of qualitative approach is to provide a focused, interpreted,

and detailed study of the participants and their environment. There may arise a

situation in the research where qualitative analysis has to be reduced to numerical

terms, and in such cases the content analysis method is adopted. And to do this the

14
content analysis is done by constructing coding units based on categorization of

information.

The analysis employed would be the ‘mixed method’ analysis, forging the suitable

elements of both methods.

Statistical Analysis

The quantitative research would involve statistical analysis. Qualitative research

would be complimented with quantitative research to arrive at a conclusion.

According to Armstrong (2008), Statistical analysis is used to:

 Identify and convey Salient facts about the Generations under consideration.
 Test Hypotheses.
 Make predictions on what is likely to happen
 Answer questions about the strength of evidence and how much certainty can

be attached to predictions and models.

The data analysis will also consider frequency, Measures of frequency, Measures of

Central tendency or median, correlation and regression of the quantitative data

where necessary.

5. EXPECTED FINDINGS AND CONCLUSION

The research is expected to validate the hypothesis that Intergenerational

differences are leading to conflict and there is a need to develop an effective

leadership model to tackle this crisis. It will also give a further understanding in to the

different generational traits and a better perspective of the Millenials in the work

force. The research would also bridge the existing gap between the Generational

divide studies and the leadership and management techniques that need to be

15
evolved to address the issue of intergenerational differences. These findings would

benefit in preventing Intergenerational discounting and would guide the current

generation managers to leave a better organization for the future generations to work

in, and hopes the intergenerational reciprocation would begin with this generation.

6. REFERENCES

16
1. Armstrong,M., 2008. Strategic Human Resource Management,4th edition,

Kogan Page Limited.

2. Benzoni,A.K., 2002. A Golden Rule Over Time: Reciprocity in Intergenerational

Allocation Decisions. Academy of Management Journal, 45(5), 1011-1028

3. Cennamo,L., & Gardner,D, 2008. Generational differences in work values,

outcomes and person-organization values fit, Journal of Managerial

Psychology, 23 (8), 891.

4. Chou,Y.,S., 2012. Millenials in the work place: A Conceptual Analysis of

Millenials Leadership and followership styles. International Journal of Human

Resource Studies. 2(2), 71 – 83.

5. Cogin,J., 2012. Are generational differences in work value fact or fiction? Multi

Country evidence and implications. The international Journal of Human

Resource management, 23 (11), 2268 – 2294.

6. Joshi,A., Dencker,C.J,Franz,G, Martocchio,J, 2010. Unpacking Generational

Identites. Academy of Management Review.35 (3), 392-414.

7. Kwoske, B., Rasch, R., Wiley,J., 2010. Millenials’ (Lack of) Attitude Problem:

An Emperical examination of Generational Effects on work attitudes. Journal

of Business Psychology. 25, 265 – 279.

8. Mullins, L.J, 2009. Management and Organisational Behaviour, 9th edition.

London: Financial Times Prentice Hall International Ltd.

9. Myers,K., and Sadaghiani,K., 2010. Millenials in the work place: A

Communication Perspective on Millenials’ Organizational Relationship and

Performance. Jornal of Business Psychology. 25, 225-238.

17
 10. Rollinson,D. (2008). Organisational behavior and analysis,4 th edition, FT

Prentice Hall.
11. Salahuddin,M., 2010. Generational differences Impact on leadership style and

Organizational Success. Journal of Diversity management. II, 1 to 8.

12. Saunders,M., Lewis,P.,Thornhill,A., 2003. Research Methods for Business

Students, 3rd edition, Pearson Education.

13. Smola,W.K., and Sutton,C., 2002. Generational differences: Revisiting

generational work values for the new millennium. Journal of Organizational

behavior. 23, 363-382.

14. Twenge,J.,2010. A review of empirical evidence on generational differences in

work attitudes. Journal of Business Psychology.25, 201 – 210.

APPENDIX
Survey Questionnaire

Name: ________________________________________________________

Date of Birth: ____________________________________________________

Organization ________________________ Designation_________________

Please fill the survey below based on your observations in your current and previous
organizations. Tick against all the categories.

18
Baby boomers – Born between 1946 to 1964.

Generation X – Born between 1965 to 1981

Millenials – Born between 1982 to 1994

1. Accepting office politics as natural and willingness to work through it

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers
(1946 to 1964)
Generation X
(1965 to 1981)
Millenials
(1982 to 1994)

2. Will ask for help when needed

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers
(1946 to 1964)
Generation X
(1965 to 1981)
Millenials
(1982 to 1994)

3. Needs and accepts regular supervision

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers
(1946 to 1964)
Generation X
(1965 to 1981)
Millenials
(1982 to 1994)

4. Gives Maximum effort at work.

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers
(1946 to 1964)
Generation X

19
 (1965 to 1981)
Millenials
(1982 to 1994)

5. Would be willing to contribute extra hours to complete a project or achieve a target

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers
(1946 to 1964)
Generation X
(1965 to 1981)
Millenials
(1982 to 1994)

6. Good at multi-tasking

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers
(1946 to 1964)
Generation X
(1965 to 1981)
Millenials
(1982 to 1994)

7. Good at handling target oriented pressure

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers
(1946 to 1964)
Generation X
(1965 to 1981)
Millenials
(1982 to 1994)

8. Good at meeting deadlines

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers
(1946 to 1964)
Generation X
(1965 to 1981)
Millenials
(1982 to 1994)

20
9. Quick in learning and adaptive to new working techniques

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers
(1946 to 1964)
Generation X
(1965 to 1981)
Millenials
(1982 to 1994)

10. Would prefer to work alone

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers
(1946 to 1964)
Generation X
(1965 to 1981)
Millenials
(1982 to 1994)

11. Would prefer to work in teams

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers
(1946 to 1964)
Generation X
(1965 to 1981)
Millenials
(1982 to 1994)

12. Have in built leadership qualities

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers
(1946 to 1964)
Generation X
(1965 to 1981)
Millenials
(1982 to 1994)

13. Have to develop leadership qualities

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers

21
 (1946 to 1964)
Generation X
(1965 to 1981)
Millenials
(1982 to 1994)

14. Wanting to attend leadership training programs

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers
(1946 to 1964)
Generation X
(1965 to 1981)
Millenials
(1982 to 1994)

15. Open to 360deg feedback (Feedback from supervisors as well as subordinates)

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers
(1946 to 1964)
Generation X
(1965 to 1981)
Millenials
(1982 to 1994)

16. Accepts Organizational Hierarchy and figure of authority

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers
(1946 to 1964)
Generation X
(1965 to 1981)
Millenials
(1982 to 1994)

17. Plan to work for more than 10years in an organization

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers
(1946 to 1964)
Generation X
(1965 to 1981)
Millenials

22
 (1982 to 1994)

18. Plan to work for minimum of 5yrs in an organization

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers
(1946 to 1964)
Generation X
(1965 to 1981)
Millenials
(1982 to 1994)

19. Willingness to report to a boss of younger generation

Very Moderately Slightly Not at all

Applicabl Applicable Applicable Applicable
e
Baby Boomers
(1946 to 1964)
Generation X
(1965 to 1981)
Millenials
(1982 to 1994)

20. Have you come across Inter-generational conflicts in your organization

Yes No

21. According to you in the last five years Intergenerational conflicts in organizations are

Decreasing Increasing Remain the same

22. How successful do you think the following methods would be in managing
intergenerational work place

a) Training managers to deal with generational difference

Very Successful Moderately Successful Unsuccessful Cannot Say

b) Training employees to deal with generational difference

Very Successful Moderately Successful Unsuccessful Cannot Say

c) Organizing generation orientation camps to understand other generational cohorts

Very Successful Moderately Successful Unsuccessful Cannot Say

d) Having an Inclusive approach, Joint discussion, decision making, and problem solving

Very Successful Moderately Successful Unsuccessful Cannot Say

23
e) Encouraging cross generational team work and high lighting the benefits of an
intergenerational work force

Very Successful Moderately Successful Unsuccessful Cannot Say

23. How many years of total work experience do you have and how many times have
you changed Jobs?
___________________________________________________

24