The investigator reviewed the literature and interviewed experts in the fields of law enforcement, personnel, education, and psychology. A county marshal's office was the model organization used to develop a strategic plan. A situational analysis determined the organization's weaknesses, opportunities, threats, and strengths. Two policies were determined to be both desirable and feasible. The first policy involved a computerized performance-based assessment to determine the applicant's potential ability to perform skills based on a profile obtained through a job analysis. The second policy produced a streamlined selection process that used a number of assessment mechanisms over the course of 1 day, providing instant feedback to the applicant through computerized scoring. This policy also led to the creation of the job of a personnel specialist and the use of civilian staff for recruitment and background investigations. An implementation plan was designed, and negotiating strategies were outlined to gain policy acceptance from key stakeholders. Transition management techniques are discussed. Appended supplementary information, 12 notes and 63-item bibliography