HRD seeks to constantly maintain maximum efficiency and effectiveness by examining employee functions in their jobs. To increase the performance of a company, HRD focuses on elements such as staff satisfaction, compensation, and incentives to keep up morale in order to achieve the highest possible performance from the employees HRD covers the role of recruitment, job analysis, performance appraisals, and skill inventorying to gain a competitive advantage. The extracted data during HR Planning are required to keep track of the human capital functioning within the company. While the task of compiling accurate data may be difficult, advances in technology play a major role in today’s HR function to help automate the work and make it easier.

In the digital era, current human resource planning is leaning toward a more machine-based system. The benefits of cutting-edge technology can help HR planners greatly increase the efficiency and their ability to forecast future needs and wants. The future of HR lies in data analytics that compiles all the information on employees, including their upbringing, experience, performance, and skill sets and monitors them via a computerised interface. Human resource planning is creating strategies around machine run data. The resulting benefit makes artificial intelligence (AI) an important asset that would decrease the time spent on recruitment and increasing its effectiveness while also providing applicants with a fair assessment.

It is with a great sense of admiration mixed up with a dash of amazement, that I scan the current HRD scenario to witness the giant strides made in this field. Yet amongst the glamour and glitter orchestrated by many organisations, which apparently looks like the tip of the iceberg, perhaps it could be my imagination at this late stage of life, I notice a sense of undue stress and dissatisfaction among the staff at all levels in most companies I happen to visit during my consultancies. It makes me to wonder whether we are better off nowadays and motivates me to recollect the scenarios that existed half a century ago during my formative years

As the well quoted words of Mark Antony in Julius Caesar of Shakespeare:

  Friends, Romans, countrymen, lend me your ears;

  I come to bury Caesar, not to praise him,

My aim is not to glorify the so-called good old days, but to glimpse at some of the best practices used which were appropriate in those bygone days, and some which in my opinion can still be practically valid.

When I faced the first interview at the Bata Shoe Company of Ceylon Ltd in 1969, the very first question I was asked by the Personnel Manager was why I have stipulated a low salary. You should never underestimate yourself. I was reminded. By that time, I had a little over one years’ experience in one of the footwear companies and I was studying part-time for LIRI ( UK ). We joined as trainees under the Management Development Personnel (MDP), and the very  first document we were given was a printed leaflet about learning principles (which I still have filed). It started with the famous ancient Chinese quote:

Give a Man a Fish, and You Feed Him for a Day. Teach a Man to Fish, and You Feed Him for a Lifetime.

The type of training was truly hands-on. Whichever functional area we were selected, be it Production, Technical, Purchasing, Marketing, HR or Engineering, we were assigned to the sales outlets and showrooms for one week to familiarize with customer requirements and to learn the shoe sizes by practice. It was a very practical way of understanding customer perception on which there are a multitude of techniques available these days. In the technical and production area which I preferred, our training programme included actual learning and practice of milling, the internal mixer, and other rubber processing machinery, including moulding , and later, working alongside the operators ( sitting next to Nellie) , in the footwear conveyors. The injection molding techniques were not available in the Sri Lanka factory by that time. This reminds me of the Genba  (real place)  concept, of the Japanese which I  happen to familiarize, much later in life. The “Baptism by Fire” became a guiding light in shaping my career in the rubber industry. We were also given a small ring bound hardcover pocket notebook, where we were compelled to list down the daily tasks, mark the ones accomplished and carry forward the balance to the next day. Every operational division used a “Workshop Balance Sheet '' which gave a record of hourly production against target, and the reasons for any shortfall had to be corrected promptly. It was also required to show the material and machine availability for the following day’s production requirement and get the signature of the responsible persons. This was a simple yet effective way of assigning responsibility and accountability. Internal Memos were delivered by hand and the signature of the recipient was taken on the original, and in retrospect, I think that this was a more reliable mode than the emails when considering accountability.

 It was an era where there no ICT, and other paraphernalia, computers, electronic calculators, smartphones and APPs that a young person has at his disposal The fastest mode of communication was the Telex, and photocopier (Xerox) and the Facsimile, were  yet to see the dawn of the day. We were given a large record book similar to a modern wedding photographic album, which was called the Wellington Book, (named after the Duke of Wellington, of the Battle of Waterloo fame), to record all our learning experiences, which the Personnel Manager discussed with us during the weekly counselling sessions. At a time when the now famous ISO 9001 Procedures and SOPs were not heard of, the organization used standard procedures, and other working documents and formats, including standard formula cards, in its worldwide network of about 110 factories.

 We were encouraged to learn from direct observations which include cleanliness and housekeeping also, reminiscent of the power of observations of Sherlock Holmes, which generally ended up with the comment “elementary my dear Watson”. Although the systemized data analysis and virtual access were m not available, my opinion is that the power of observation and hands-on experience enhances the brain functioning, which even some of the modern research has shown to be diminishing with the automation and Artificial Intelligence.

The importance of Tacit (implicit) knowledge or knowing how was given a prominent position during those days, while Explicit knowledge (knowing what), codified and digitalized, plays a more important role nowadays. A parallel from the field of medical examination seems suitable to cite at this juncture.  Competent   Ayurvedic physicians are capable of diagnosing many physical illnesses, acutely by feeling the pulse of the patient (which even some Western practitioners used to do in our young days), while modern specialists are heavily dependent on tests and techniques and numbers, and yet the general status of physical wellbeing of the people  is no better.

Another important aspect of HRD during those days was providing opportunities for representing the company in regional conferences, where we had to present and discuss the technical and other productivity improvements with our counterparts. The only equipment available were the slide projectors and the Flip Charts, which made it a challenging task. It was also an opportunity to interact with people of different nationalities and cultures, which the current tele -conferences and the most recent webinars cannot fulfil adequately. Evaluation of such training was initially done by way of a presentation to the Senior Management and a component of the annual increments was determined by the productive activities one completed after the training, apparently was “no free lunch”.

Some of the leading rubber and chemical raw material suppliers of the yesteryears, Bayer, Monsanto, Rheine Chemie, Polysar,ICI and Vanderbilt , to name  few played a leading role in improving the knowledge  base of the personnel engaged  in the industry. Their Handbooks, and Technical Notes were invaluable treasures. The three-week residential Customer Technical Training Programme of Bayer India was in the Annual HR Agendas during those daysI had the fortune of participating in this programme in 1978, and it was very  efficiently handled by Ms R.R Pandit ( diseased ) , SN Chakravarthi.

During my subsequent career progress with companies in Nairobi, Kenya and Sri Lanka, I have made an endeavor to use some of these proven methods to develop the technical and production staff in the companies I have worked. One of the effective methods that can be cited is the compulsory training in Banbury Mixing given to trainees from the universities in Sri Lanka during their In-Plant Training and it gives me a great satisfaction to see that most of them have done very well in their careers and are holding high positions in the industry. Working in an environment with carbon black is a useful learning method, which will be helpful in our professional as well as personal lives.

Not all human resources managers are created equal. In fact, they come from a variety of backgrounds on their way to higher-level HR positions. Still, despite these different paths, many still share basic HR manager responsibilities. The most vital aspect is the importance of the personal touch and the “people centeredness” with respect to the interphases, which the modern techniques seem to be fast obliterating  

The vital message I would wish to the industry is the dire importance of the 3Bs, namely, going back to the base at whatever technology level we are engaged, reinforce the base and sustain the base.

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Liberty Tire Recycling facilities throughout North America took part in the Recycled Materials Association's (ReMA) annual Safety Stand Down Week, underscoring the company's sustained dedication to worker safety and well-being. Teams set aside regular duties to engage in training sessions, hazard awareness conversations and reviews of established best practices aimed at reinforcing a safety-first culture.

The week's programming spanned the company's entire network and featured toolbox talks, site-specific safety discussions, CEO-sponsored facility inspections with managers and employees and examinations of safe operating procedures. These activities gave workers room to spot potential hazards, offer observations, raise questions and strengthen the systems underpinning a safer workplace.

Beyond this annual event, Liberty maintains year-round safety measures that include regular stand downs, five-minute safety talks, near-miss reporting, safety work orders, Liberty Learning LMS training, engineering upgrades, standard operating procedures and employee development programmes. Joining industry peers in the ReMA initiative let the company reaffirm continuous improvement across every facility.

Safety is treated as a shared responsibility and an ongoing journey. Liberty Tire Recycling, a leader in tyre recycling and circular economy solutions, expressed appreciation to all participating team members for keeping safety central to daily operations while supporting ReMA's broader push for industry-wide safety excellence.

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DT Swiss has refreshed its mountain bike (MTB) wheel range with redesigned asymmetric alloy rims, following more than 10 years of leadership in the alloy MTB segment. The EX 511, XM 481 and XR 391 have each received updates featuring premium aluminium alloy, welded rim joints, wider horns to limit tyre damage and a humped tyre contact surface for better support, yielding stronger and more durable rims.

Across the range, every new rim now uses an asymmetrical profile that balances spoke tension more evenly and extends wheel life. Distinct construction traits are tailored to cross-country, all-mountain and enduro use, so riders can select a rim suited to their preferred discipline.

The EX 441 is built for unplanned lines, combining its asymmetric shape with wider horns and an optimised structure for stability and impact resistance. It comes in multiple sizes with either 28 or 32 spoke holes.

For mountain exploration, the XM 431 pairs a strong aluminium build with a refined profile and wider horns for greater impact resistance, plus a redesigned contact patch for improved lateral tyre support; it is offered in 27.5 or 29 inches. The XR 421, meanwhile, uses a lightweight asymmetric, flatter construction with a 28 mm inner width optimised for tyres up to 2.7 inches, giving cross-country riders confidence and speed lap after lap.

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Bridgestone Americas has entered a three-year partnership with the Sports Car Club of America (SCCA), becoming the organisation’s Official Tyre and the exclusive tyre supplier for the SCCA Club Spec programme. The agreement deepens Bridgestone’s presence in grassroots motorsports, spanning autocross, track days and time trials while reinforcing its commitment to accessible competition.

Under the arrangement, Bridgestone will equip vehicle platforms intended to reduce the technical and financial obstacles facing newcomers to motorsports. The company’s championship-winning Potenza RE-71RZ tyre will support established categories such as Solo Spec Coupe, Club Spec MX-5 and Club Spec Mustang. It will also serve as the spec tyre for the Club Spec Cayman class, scheduled to debut in 2027.

The Potenza RE-71RZ, an extreme 200TW summer performance tyre, was engineered specifically for grassroots racing, delivering rapid lap times and responsive control. Bridgestone performance tyres, including the new model and its predecessor, the Potenza RE-71RS, posted strong 2026 results. They captured 75 percent of class wins, more than 350, and 70 percent of class podiums across 21 of 24 national SCCA Solo events, while accounting for 70 percent of eligible entries, surpassing 3,300 competitors. At the SCCA Solo National Championships, the tyres represented 55 percent of total event entries and 80 percent of eligible street tyre classes. They won 36 of 41 classes, earned 103 trophies and set the event’s fastest overall index time by 0.7 seconds. In SCCA time trials, they claimed 97 percent of podium finishes and set 19 class lap records.

Looking forward, the two organisations plan to collaborate on educational programmes, trackside support and member experiences. The partnership will back initiatives including Track Night in America and SCCA Women on Track, underscoring Bridgestone’s aim to combine innovative tyre technology with broader access to high-performance driving.

David Colletti, President of Consumer Original Equipment Tires, North America, Bridgestone Americas Tire Operations, said, “Bridgestone and the SCCA share a core commitment to making motorsports accessible, educational and fun. Partnering as the Official Tire of the SCCA and SCCA Club Spec furthers our investment in the heart of the racing community while enabling us to deliver peak Potenza performance every single weekend.”

Heyward Wagner, Vice President of Rally, Solo and Experiential Programs, said, “SCCA is honoured to partner with Bridgestone and welcome the brand back into our community. Bridgestone was a tremendous supporter of SCCA Solo competitors 20 years ago, and many of our members still remember the impact the brand made. That history has paved the way for genuine excitement across SCCA to reunite with Bridgestone, celebrate that shared history and build on it through programmes that support accessible, competitive and fun motorsports experiences for drivers at every level.”

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Continental has announced the sale of mycar Tyre & Auto, its Australian tyre and automotive servicing subsidiary, to Chinese automotive service platform Tuhu. The enterprise value of the deal stands at AUD 403 million (approximately USD 283 million), and closing depends on regulatory clearances.

The move aligns with the German company's broader intention to sharpen its focus on developing and producing tyres. For mycar, the change in ownership brings a parent whose priorities centre squarely on automotive services, giving the chain a stable footing to keep expanding. Roughly 280 outlets and over 1,600 staff fall within the scope of the agreement.

Back in 2018, Continental bought the business as a way to widen its Australian distribution reach and bolster its standing in the global tyre sector. Australia has since matured into a well-established and valuable market for the firm, which has simultaneously assembled a robust local sales operation. Across eight years under Continental, mycar gradually reinforced its Australian market position by adding stores, diversifying its offering and raising its profile.

Once the sale concludes, mycar will keep distributing Continental tyres in Australia and the two sides foresee room for tighter collaboration ahead. The chain's services span routine maintenance, tyres, brakes, suspension, batteries and general mechanical work, and its workforce ranks among the sector's largest in the country.

Dalibor Kalina, head of Continental’s tyre business in the Asia-Pacific region, said, “mycar Tyre & Auto has developed very successfully under the Continental umbrella and is now exceptionally well positioned in the Australian market. In Tuhu, mycar Tyre & Auto is gaining an owner with many years of experience who will actively drive the company’s strategic direction and sustainable long-term development. Tuhu and Continental have a longstanding and strong strategic partnership in China. With our own sales organisation in Australia and the continued distribution of our tyres through the mycar Tyre & Auto network, we will ensure seamless continuity for our customers.”

Min Chen, Founder and CEO, Tuhu, said, “Australia is a highly attractive and promising market for automotive services, and mycar Tyre & Auto is a distinctive business with a strong position in this market. We look forward to working closely with the existing management team and employees while continuing our longstanding partnership with Continental. As a new entrant to the Australian market from China, we are committed to adapting quickly to the local market and building on mycar’s strong foundation established under Continental’s management and its proven track record of responsible and reliable operations. By bringing Tuhu’s capabilities and experience to Australia, we look forward to continuing to deliver value, choice and convenience for Australian vehicle owners.”

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