To overcome CIT's difficulty in determining the average performance. The application steps are as follows: (1) Let the incumbent determine the "scope of work". Determining the scope of work is like setting up a "big umbrella", which contains many specific task components. For example, a manager's job scope may be "training", so the special tasks included in this scope include: teaching employees to learn new job skills in a formal or informal way; Participate in on-the-job and full-time self-study activities; Guide new employees to adapt to the work and organizational environment. (2) The job analyst requires the incumbent to describe a typical case or summary of the situation, which can reflect three different performance levels (excellent, average and failure). (3) Job analysts analyze people's behaviors in these events and the consequences of such behaviors to see whether these behaviors have completed the work tasks. (4) Job analysts write job descriptions. Although the similarity between the extended CIT method and the traditional CIT method is based on the recognition of work behavior, they can both be applied to performance evaluation and training. Although the extended CIT method takes much more time than the traditional CIT method, it can certainly get more information from the incumbent, such as the required ability, performance level, work scope and so on.