THE PROCESS OF EVALUATION STIRS DEEP FEARS AMONG PERSONNEL AND FOR THIS REASON, OFFICERS INDIVIDUALLY AND COLLECTIVELY OFTEN SABOTAGE SUCH PROJECTS. WHEN THE UNIVERSITY OF WASHINGTON NEEDED A SYSTEM FOR HIRING AND PROMOTION WHICH REFLECTED MORE THAN ACADEMIC CREDENTIALS, THOSE IN CHARGE OF THE PROJECT OPENED DIALOGUES WITH ALL CONCERNED. IT WAS FOUND THAT OFFICERS WANTED A TOOL WHICH COULD GIVE THEM DUE CREDIT FOR GOOD STREET DECISIONS AND HONEST EFFORT. IT WAS DECIDED TO EXTEND THE SYSTEM THROUGH LINE SUPERVISORS AND MIDDLE MANAGEMENT TO ASSURE ACCOUNTABILITY THROUGHOUT THE DEPARTMENT. THE RATING SHEETS WERE DEVELOPED OVER A 2-YEAR PERIOD WITH FULL INPUT FROM ALL CONCERNED. LIMITATIONS WERE PLACED ON THE LENGTH OF TIME A SHEET WOULD REMAIN IN AN OFFICER'S FILE. IT HAS BEEN FOUND THAT THE SYSTEM GIVES OFFICERS MORE CONFIDENCE IN PROMOTIONS BECAUSE THEY ARE BASED ON MEASURABLE CRITERIA. THE SYSTEM ALSO OPENS COMMUNICATION BETWEEN SUPERVISORS AND OFFICERS AND PROVIDES A BEGINNING POINT FOR JOB IMPROVEMENT EFFORTS. GOOD EFFICIENCY REPORTING IS CALLED ESSENTIAL IF A DEPARTMENT IS TO AVOID JOB DISCRIMINATION CHARGES. A SERIES OF RECOMMENDATIONS BASED ON THE UNIVERSITY'S EXPERIENCE ARE PRESENTED. SAMPLE PAGES FROM THE LINE OFFICER REPORT FORM ARE REPRODUCED. REFERENCES ARE APPENDED. (GLR)