Discusses "excessive activity syndrome," the condition that exists when too many Total Quality Management (TQM) activities have been implemented and limited results have been achieved. Offers symptoms of EAS and suggests treatments. (JOW)

Lessons learned by two neophyte trainers in a corporate quality improvement program include (1) the importance of team training; (2) training across levels, mixing different departments and responsibilities; and (3) concreteness and small group instruction. (SK)

Discusses benchmarking, the continuous process of measuring one's products, services, and practices against those recognized as leaders in that field to identify areas for improvement. Examines ways in which benchmarking can benefit human resources functions. (JOW)

Executives do not always fully understand or support quality improvement initiatives. A four-step model for guiding human resource development practitioners in educating executives about quality involves establishing a quality position; a shared vision; a quality management system; and goals, strategy, and plan. (JOW)

Training must be preceded by a well-articulated quality strategy and must be designed to facilitate its implementation. Each phase of the training curriculum should build on the preceding phase so that people will have the knowledge and skills they need when they need them. (JOW)

Total Quality Management is not a fad. Human resource development must be aligned with the culture of continuous improvement to make it work. Changes may be necessary in hiring, promotion, and performance appraisal. (SK)