1. The document basket test, also known as the document basket test, is a highly reliable and effective evaluation method specially designed for the selection, assessment and training of middle and senior managers, and provides scientific and reliable information for the human resources planning and organizational design of high-level enterprises. The official document basket test is a scenario simulation test, which is an abstraction and concentration of managers' work activities of mastering and analyzing data, processing all kinds of information and making decisions in practical work.

2, document basket test and evaluation center

(1) The prediction effectiveness of the evaluation center technology is correct in the existing methods.

(2) The evaluation center method puts the appraisee in a series of simulated working situations, and the evaluation team consists of senior managers inside the enterprise and external psychologists. By adopting various evaluation methods, the psychology and behavior of the examinee in these simulated work activities are observed and evaluated, so as to examine the various abilities of the examinee or predict its potential, understand whether the examinee is qualified for the job to be held and the prospect of work achievement, and at the same time, determine the contents and methods of key training by understanding its shortcomings.

(3) The main evaluation methods of the evaluation center technology include: diagnostic interview, projection test, paper-and-pencil test, group problem solving, leaderless group discussion, role-playing method and file basket test, and each test in the whip provides important information for the overall ability evaluation.

3. The advantages of the file basket test are:

(1) is flexible, and you can design topics according to different job characteristics and evaluated abilities.

(2) As a scenario simulation test, individual behavior can be directly observed.

(3) Because people are placed in simulated working situations to complete a series of tasks, it provides equal opportunities and conditions for each participant.

(4) It can predict a potential, which makes people succeed in management.

(5) Because the official document basket test can evaluate a person's management ability from multiple dimensions, it can also train his management and cooperation ability, making the selection process the beginning of the training process.

4. Official document basket examination materials.

(1) Managers' management ability mainly comes from three aspects: their own quality foundation, social practical experience and related knowledge.

(2) The relevant knowledge of managers is not the main evaluation content of the document basket test, because:

1) The knowledge level of managers can be evaluated by other simple and effective methods;

2) To some extent, the level of knowledge can be easily improved through training and exercise;

3) The disadvantages of lack of knowledge can generally be made up by effective management activities.

(B) the implementation of the file basket test

1, test purpose. Investigate the comprehensive management ability of senior managers, especially the competence of managers at the general manager level.

2. Test the function. According to the ability requirements of senior managers, the management abilities such as planning, authorization, forecasting, decision-making and communication are investigated, especially the qualities of comprehensive business information, sizing up the situation, comprehensive grasp and calm response.

3. The outstanding features of this test are:

1) strong situational.

2) Strong comprehensiveness.

4. Applicable object of this test: The test based on the above combination is suitable for those who have received higher education (junior college or above) or middle and senior managers of enterprises, and can select middle and senior managers for enterprises or assess existing managers.

5. The composition of this test. It consists of two parts, and the answer is in the form of paper and pencil.

1) test materials, that is, materials and information provided to subjects in various forms, including letters, memos, complaint letters, financial statements, market dynamic analysis reports, government letters, bills, etc.

6. The specific test process of this test is as follows:

1) Choose a suitable test center and arrange the test center according to the scheduled number of participants.

2) Prepare materials for testing.

4) Seize the opportunity and pay attention to urging candidates not to read some topics in advance or work later.

5) Continue to test other parts.

6) timing, pay attention to supervise the candidates not to read or do the second half of the topic in advance.

7) Take back the exam materials and answer books, and the exam is over.

7. Dimension definition: The measured ability in the portfolio test is the ability of managers to correctly handle common management problems and effectively re-select major management functions when engaging in management activities.

Specifically, we should examine the following five aspects:

1) work order. Theoretical score range: 0 ~ 15.

2) planning ability. Theoretical score range: 0 ~ 30 points. Subjects with high scores can put forward practical solutions to deal with work very effectively, mainly in the systematic arrangement and distribution of work in advance.

3) predictive ability. Theoretical score range: 0 ~ 16. This dimension includes three parts: the quality of prediction, the factors on which prediction is based and the feasibility analysis.

4) decision-making ability. Theoretical score range: 0 ~ 17. This dimension includes three parts: decision quality, implementation plan and influencing factors.

5) communication skills. Theoretical score range: 0 ~ 25 points. Check whether the theme is clear, whether the views are consistent, whether the wording is appropriate, and whether the style is consistent.

8. Matters needing special attention in the file basket test:

(1) The document basket test is suitable for middle and senior managers. It can help enterprises to select excellent managers or evaluate existing managers, and is often regarded as the last link in selection and evaluation.

(2) The document basket test measures managers from the following two angles. One is the skill angle, which mainly examines managers' planning, forecasting, decision-making and communication skills.

(3) The official document basket test requires higher raters.

Second, there is no leading group discussion.

1, leaderless group discussion refers to a temporary working group composed of a group of candidates to discuss a given problem and make a decision.

2, in the evaluation center technology, there are two kinds of scenario simulation test used to evaluate and select managers:

(1) Group work: Participants are in such a situation that the smooth completion of the task requires the close cooperation of participants.

(2) Personal homework: The test requires participants to complete tasks independently.

3, no leading group to discuss the advantages of testing:

(1) can detect the ability or quality that can't be detected by written test and single interview;

(2) Interaction between candidates can be observed;

(3) We can make a more comprehensive and reasonable evaluation of candidates according to their behavioral characteristics;

(4) Being able to involve various ability elements and personality characteristics of the applicant;

(5) It allows candidates to expose their various characteristics relatively unintentionally;

(6) it can make candidates have equal opportunities to play, thus quickly showing individual differences;

(7) It can save time and compare the performance of candidates for competitive positions.

(8) Wide application range, which can be applied to non-technical fields, technical fields, management fields and other professional fields.

4, there is no leading group to discuss the shortcomings of the test:

(1) has higher requirements for examination items;

(2) The technical requirements for the examiner's grading are high, and the examiner should undergo special training;

(3) The evaluation of candidates is easily influenced by various aspects of examiners, resulting in inconsistent evaluation results of examiners;

(4) The candidate has the possibility of acting, performing or pretending;

(5) The random distribution of roles may lead to the unequal status among candidates;

(6) Candidates' experience will affect the true performance of their abilities.

5. There are usually six steps in preparing the discussion questions:

1) job survey.

2) Safe collection.

3) Case screening.

4) Prepare for discussion.

5) Test of discussion questions.

6) Revision of discussion questions.

6. Generally speaking, the topic to be discussed has five requirements:

(1) Number of discussion questions. Each group of candidates should have at least two discussion questions to spare.

(2) Discuss the topic content. The content should be adapted to the proposed position, which is an independent and highly realistic problem related to practical work.

(3) the difficulty of discussion. Discussion questions must have multiple meanings, multiple solutions and appropriate difficulty.

(4) discuss the topic. The discussion topics used must be high-minded, that is to say, the topics compiled should focus on the overall situation and have profound connotations; On the other hand, the content of the discussion topic must be specific, that is, the topic should be compiled from a small place, specific, practical and not empty talk.

(5) Equal roles. The discussion questions themselves must be equal in the division of roles, so that candidates can have the same opportunity to play their talents and potential, and candidates can be comparable.

7, no leading group to discuss topics are generally intelligent topics, from the form of points, can be divided into the following five:

(1) Open question. The so-called open-ended question is that its answer range can be very wide.

(2) Dilemma. The so-called dilemma is to let candidates choose one of the two answers with their own advantages and disadvantages.

(3) multiple choice questions. This kind of question requires candidates to choose several effective alternative answers or rank the importance of alternative answers.

(4) operational problems.

(5) Competition for resources. This kind of question applies to the leaderless group discussion of assigning roles.

8. The purpose of the test without discussion by the leading group. By simulating the team environment, this paper examines the candidate's leadership ability, teamwork ability and some personality traits, and diagnoses whether the candidate is suitable for a management position.

9. There is no leading group to discuss the function of realizing the test. Test the applicant's ability of organization and coordination, oral expression, insight, persuasion, explanation, appeal, interpersonal skills, nonverbal communication and so on.

10, characteristics of leaderless group discussion test: The outstanding feature of leaderless group discussion is vivid interpersonal interaction, which can see many phenomena that can't be seen in paper-and-pencil tests or even interviews, and has high validity in predicting the behavior of real teams.

1 1, there is no leading group to discuss the applicable objects of the exam. Used to select managers, suitable for people with leadership potential or some special types of people, and select outstanding talents needed by enterprises.

12. test time: the discussion time without leading group is generally about 30 ~ 60 minutes.

13, leaderless group discussion on the definition of test dimension:

1) organizational behavior.

2) insight.

3) listen. Be good at listening to the conversations of subordinates or others.

4) Persuasiveness. Including eloquence, logic and expression.

5) infectivity.

6) Team consciousness.

7) maturity.

14. Matters needing special attention in this test:

(1) When observing the behavior and speech performance of the subjects, raters should not be unduly biased against the subjects because of certain personality characteristics, which will lead to the deviation of the results.

(2) In the scoring process, multiple raters are required to score different ability elements of the same subject, and the average value is taken as the final score of the subject, so that the result is scientific and fair.

Third, structured interviews.

1. Interview is a very useful evaluation technology, which is to understand the quality, ability, modification characteristics and job-seeking motivation of the applicant by going to court or setting the applicant to observe in a specific situation, so as to evaluate the possibility and development potential of the applicant to adapt to the post.

2. The advantage of structured interview is that it is more intuitive, flexible and in-depth than written examination or reading biographical materials, and it can judge the attributes or levels of people invisible to these methods.

3. Disadvantages of structured interview: strong subjectivity, the examiner is prone to bias, and it is difficult to prevent and identify the social identity tendency and performance behavior of candidates.

4. Compared with the general interview, the structured interview further standardizes, structures and refines the investigation elements, interview topics, grading standards and specific operation steps of the interview, trains the interviewers uniformly, and improves the fairness of the evaluation, thus making the interview results more objective and reliable, and making the evaluation results of different candidates in the same position comparable.

5. Features of structured interviews:

(1) science. Interview is to evaluate a person's quality characteristics by observing and analyzing the external behavior characteristics of personnel and investigating past behaviors. Predicting future behavior with past behavior is one of the important characteristics of interview effectiveness.

(2) Two-way communication. Including verbal or non-verbal information exchange process. This requires paying attention to the training of interviewers, focusing on improving the level of interviewers from the aspects of breadth and depth of knowledge, expressive force of words, agility of thinking, observation, appeal, self-confidence and attitude towards interviewers.

6. Structured interviews are structured.

(1) The interview assessment elements are structured as the basis of the scoring standard. Job analysis is the most basic work and premise of recruitment examination.

(2) The interview questions (content, type and compilation) are structured, and different types of questions correspond to evaluation elements. In all interviews for specific purposes, a set of well-designed job-related interview questions and predetermined evaluation criteria are used consistently. These problems have the following three characteristics:

1) The question is based on the post responsibility, that is, the post responsibility, function and authority are derived.

2) The question is formulated systematically, with the purpose of prompting specific qualifications, that is, the level of ability and quality.

(3) Structured grading standards. (Factor score, proportion, total score, examination case review, combined with the scores of other measuring and speaking tools, have a certain proportion. ) The scoring tools used by examiners include the personal scoring balance scoring table of deputy county magistrate. The scoring table unifies the scoring contents in the following three aspects:

1) evaluation index (typical behavior reflecting the quality and qualification of candidates)

2) Horizontal scale (a scale system that describes the quantitative level or quality level of the ability, quality or qualification reflected in behavior performance);

3) Evaluation rules (the corresponding relationship between a rating scale and a behavior index).

(4) Establish a structured team of military interviewers, invigilators and examiners.

(5) Structurally choose and arrange the examination room.

(6) Construct specific operation steps.

7. The implementation purpose of structured interview. Check all aspects of the paper and pencil test results of the applicants to confirm whether they meet the requirements of the proposed position.

8. The implementation of structured interviews has the following basic functions:

(1) distinguishing function: to some extent, the relative differences of the respondents can be distinguished, and reference and comparison can be made according to the quantitative results;

(2) Evaluation function: to a certain extent, it can evaluate and identify whether the ability, quality and level of candidates have reached a certain standard;

(3) Predictive function: The investigation elements in the interview correspond to the position/post requirements one by one, which embodies the principle of taking use as the test, and can predict the ability tendency and development potential of the candidate to a certain extent, and predict the performance, success possibility and achievements of the candidate in the future post.

9. Structured interview examiner requirements:

(1) Good personal morality and cultivation.

(2) Have relevant professional knowledge.

(3) Rich experience in social work.

(4) Good self-awareness ability. Psychological research shows that people are always used to judging others by themselves. As an interview case, if they can't have a sound and accurate understanding of themselves, they can't evaluate others accurately.

(5) About grasping interpersonal relationships.

(6) Skillful use of various interview skills.

(7) Being able to effectively face all kinds of applicants and control the interview process.

(8) Be able to evaluate candidates fairly and objectively.

(9) Master the evaluation skills of relevant personnel.

(10) Understand the organization and job requirements.

10. Applicable object of structured interview: it is widely used in the selection of candidates of all types and levels.

1 1. Composition of structured interview scheme. This interview plan consists of five parts, namely: technical specifications for personnel selection and interview, analysis table of the importance and specific standards of interview assessment elements, design of normative questions, personal scoring table and scoring balance table.

The interview is divided into two parts:

The first part examines the comprehensive ability of the subjects:

(1) Manners

(2) Speech expression

(3) Comprehensive analysis ability

(4) interpersonal coordination ability

(5) Motivation and job matching

(6) planning, organizing and coordinating ability

(7) Adaptability

(8) Emotional stability

The second part examines the professional knowledge and skills of candidates:

(9) Professional knowledge level and training experience

(10) Professional application level and operation skills

(1 1) General technical ability level

(12) foreign language proficiency

12, interview process: (P2 16 see for yourself)

The steps of interview preparation are as follows.

2) Conduct an interview

3) Scoring

4) Balance of scores

5) Calculation of scores

13. Definition of interview evaluation elements

Comprehensive ability part:

(1) Manners: the physical appearance, dress manners and mental state of candidates.

(2) Language expression: fluency, clarity, organization, logic and persuasiveness of candidates' language expression.

(3) Comprehensive analysis ability: Can you grasp the essence and main points of the questions and make a full, comprehensive, thorough and orderly analysis?

(4) Interpersonal coordination ability: I have the tendency and skills of international communication, and I am good at dealing with complex interpersonal relationships and reconciling contradictions in various advanced units.

(5) Motivation and job matching: Whether the job choice stems from the pursuit of career, whether there are goals, positive efforts and conscientious.

(6) Ability to plan, organize and coordinate: be able to clearly set the steps needed to complete the work, reasonably arrange the implementation of the work, and properly coordinate the support needed in the work.

(7) Resilience: Under actual circumstances, the ability to solve unexpected events can solve thorny problems quickly and properly.

(8) Emotional stability: the self-control ability of emotions, the control of intonation and speech speed, and whether the words are properly controlled reflect patience, resilience, and tolerance for pressure, frustration and criticism.

Professional knowledge and skills section:

(9) Professional knowledge level and training experience: candidates' academic qualifications and academic level, as well as the time and level of further study and training they have participated in.

(10) Professional application level and operation skills: such as understanding and mastering the functions and use of professional instruments, or having experience and technical proficiency in program design, organization and monitoring of related professional projects.

(1 1) General technical ability level: such as computer application level and driving level.

(12) foreign language proficiency: foreign language and quantity mastered, proficiency in listening, speaking, reading and writing, and relevant certificates obtained.

14. Introduction to interview questions:

(1) Introductory question. It refers to some questions about the applicant's background put forward by the examiner after the applicant enters the site, and the examiner gives a guiding explanation. Examiners usually need 3-5 minutes to get a general understanding of the applicant's situation, such as education and work, why they come for an interview, etc.

(2) Behavior problems. It means that the examiner asks the candidate about his past behavior in a certain situation. Use Star questioning method: Star refers to four aspects: scenario, task, action and result.

(3) the problem of intelligence. It mainly examines the comprehensive analysis and oral expression ability of candidates.

(4) willingness. This paper mainly examines whether the job motivation of the candidate matches the position.

(5) Situational problems. It refers to designing a future situation and asking the candidate what he will do.

(6) the problem of strain. This paper mainly examines the examinee's quick response, ability to properly analyze problems and emotional stability in an emergency.

15. The interview process can be divided into three stages:

(1) preparatory stage.

(2) the topic stage.

(3) the final stage.

16, interviewer interview skills

(1) questioning skills.

1) Introduce the topic naturally, kindly, step by step and by chatting.

2) Popular, concise and rhythmic.

3) The problem should be assessable and extensible.

4) Adhere to the principles of "seeking accuracy" and "seeking truth".

5) If necessary, you can ask questions to the candidates in a roundabout way.

6) The combination of questioning and questioning can make candidates talk more and examiners listen more.

7) Provide candidates with opportunities to make up for their own shortcomings.

(2) Listening skills.

1) Listen carefully and look natural.

2) Be careful of some tendentious body language, such as nodding or shaking your head.

3) Pay attention to distinguish the internal quality level of candidates from their intonation, pitch and words.

4) Listen objectively and avoid exaggerating and underestimating.

(3) observation skills.

1) Adhere to the principles of comprehensiveness, purpose and objectivity of observation.

2) Avoid judging people by their appearance or halo effect.

3) Pay attention to facial expressions. By observing and analyzing the candidates' facial expressions, we can infer their deep psychological state.

4) Pay attention to body posture language, which can provide useful information and understand the internal mentality of candidates.

17, grading considerations

(1) Before the interview, the examiner should discuss the topic together, find out the thinking of asking questions, and unify the criteria for grading;

(2) Candidates should be graded according to factors, not the situation of each topic;

(3) Give priority to the comprehensive score, that is, after the candidates have answered all the questions, give them a comprehensive score to avoid the practice of one point for each question.

(4) The grading standards of each examiner should be consistent with each other, and they should not be lax, resulting in emotional grading.

(5) Examiners' horizontal grading standards should be basically unified.

(6) All applicants for the same position should have equal opportunities and unified assessment criteria.

(7) Examiners should always maintain vigorous energy to prevent "fatigue error" in grading.

(8) Avoid "halo effect".

(9) Overcome the influence of "first impression".

18, result interpretation

(1) Interview results are divided into qualitative and quantitative categories: quantitative results include factor scores and total scores, which describe the quality characteristics and level of candidates from various aspects and different levels.

(2) The interview results can support, supervise and supplement each other with other evaluation technology markets, and make a comprehensive and overall evaluation of the candidates.

19. Matters needing special attention in this test

(1) The examiner grades the candidates according to their improvisation in the interview.

(2) Pay attention to keeping the examination room free from any external interference, the interview can't be interrupted and suspended, and the instructor can't leave temporarily.

(3) unify the evaluation criteria of examiners, and pay attention to cultivating the impartiality and objectivity of examiners.