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.

Comments (0)

ADD COMMENT

Link Copied!

The Bridgestone Americas Trust Fund has announced over USD 1.13 million in grant funding for the first half of 2026, with more than USD 575,000 directly supporting nonprofit organisations across Middle Tennessee. These community impact grants underscore the company’s enduring dedication to the regions where it operates, fosters innovation and employs thousands of team members.

In Nashville, priority area grants included USD 100,000 for road safety initiatives alongside the Civic Design Center and another USD 100,000 for the capital-building campaign of Second Harvest Food Bank. On a national level, the Trust Fund sustained multi-year partnerships by awarding USD 130,000 to Truckers Against Trafficking and USD 150,000 to Techforce Foundation, efforts that uphold human dignity, combat human trafficking and expand automotive workforce access through scholarships and development programmes.

Established in 1952, the Bridgestone Americas Trust Fund draws on over seven decades of charitable giving, evolving with the company’s business while remaining grounded in the belief that strong communities drive long-term success. Earlier in 2026, Bridgestone Corporation was named the highest-ranked tire manufacturer on the Forbes Best Brands for Social Impact list, securing the 20th spot among the nation’s top 300 brands.

Wade Munday, Director – Corporate Philanthropy and Social Impact, Bridgestone Americas, said, “Community investment is not separate from our business – it’s part of how we operate as one of the world's largest tyre manufacturers. Through these grants, we’re helping support organisations that understand their communities deeply and are delivering real, measurable impact. That’s true whether the work is happening in our hometown of Nashville or in communities across the country where our teammates move, live, work and play.”

Comments (0)

ADD COMMENT

Link Copied!

The Tire and Rubber Association of Canada (TRAC) has released a new Probe Research survey showing that high gasoline prices are dramatically altering Canadian driving habits this summer. Two-thirds of motorists say fuel costs will force them to cancel or shorten road trips, yet 81 percent still plan at least one day trip or overnight stay. Seventy percent of respondents believe expensive fuel is the new normal rather than a temporary fluctuation.

Travel patterns are turning inward, with more Canadians opting to remain close to home. More than two-thirds have no plans for a United States road trip in 2026, while over half had already scrapped cross-border travel last year. Only one in ten drivers expects to head south of the border by car this year, marking a sharp retreat from international driving.

A significant disconnect exists between Canadian drivers’ tyre maintenance knowledge and their daily habits. Most understand that proper inflation boosts fuel efficiency, extends tyre life, prevents blowouts and improves handling. However, regular pressure checks remain uncommon. While 93 percent agree proper inflation is vital for safety and 85 percent know it saves fuel, only 35 percent of those with digital pressure displays check their tyres routinely. Among drivers without such displays, a mere 16 percent follow the monthly check recommendation.

Technical misunderstandings are widespread. Two-thirds of drivers do not know that pressure must be measured when tyres are cold. Nearly three in ten mistakenly use the sidewall stamp, which lists maximum load pressure rather than the recommended level, leading to uneven wear and reduced traction. Eleven percent rely on visual inspections or admit ignorance about proper inflation, even though a tyre can be underinflated by 20 percent or more and appear normal.

Using Statistics Canada data showing 43.8 billion litres of gasoline purchased in 2024, TRAC calculated substantial potential savings. United States Department of Energy studies indicate proper inflation improves fuel economy by 0.6 percent on average. Applied nationally, that would save 262.8 million litres of fuel annually, preventing over 600,000 metric tonnes of CO₂ emissions. At April 2026 fuel prices of 1.69 dollars per litre, those savings translate to approximately 444 million dollars. Tyre manufacturers are also developing low rolling resistance tyres with specialised tread patterns and lighter materials, which can improve fuel economy by two to four percent, saving hundreds of dollars over a tyre’s lifespan.

The online survey of 1,000 Canadian drivers was conducted between 6 and 14 April 2026, using a national panel. A probability sample of this size would yield a margin of error of plus or minus 3.1 percentage points, 19 times out of 20.

Carol Hochu, President and CEO, Tire and Rubber Association of Canada, said, “With gas prices continuing to impact travel plans, many Canadians are looking for practical ways to save at the pump. Proper tyre inflation is one of the simplest ways to improve fuel economy and vehicle safety. Regular tyre pressure checks, reducing idling, maintaining a steady speed, accelerating gently and coasting to decelerate all contribute to better fuel economy and meaningful savings at the pump.

“The good news is that the majority of vehicles on the roads today provide drivers with real-time tyre pressure information, giving those drivers the opportunity to maintain their tyre pressure more consistently. Drivers without this technology tend to be less consistent in checking tyre pressure, which leads to reduced fuel economy, shorter tyre life and ultimately higher operating costs. As tyre pressure monitoring systems become universal, drivers will be better equipped to maintain proper tyre pressure and improve fuel efficiency, safety and tyre life.”

Comments (0)

ADD COMMENT

Link Copied!

Goodyear returns to the legendary Circuit de Spa-Francorchamps this weekend for the second round of the FIA World Endurance Championship season. All 18 LMGT3 entries will compete on Goodyear Racing Eagle tyres at the demanding Belgian track, where the versatile Goodyear Racing Eagle Medium compound has been selected to handle the circuit’s famously unpredictable conditions.

Unlike the previous round at Imola, Spa’s high-speed layout, long straights and dramatic elevation changes place sustained loads on tyres, especially through the compression at Eau Rouge. This makes the Belgian track one of the most aggressive for tire degradation, with a steeper performance drop-off expected over a stint. While differing tire strategies shaped the race at Imola, Spa is expected to reward a more direct, single-stint approach as teams focus on extracting maximum performance from each set.

Given Spa’s location in the Ardennes, highly variable weather is always a possibility, so teams will also have access to the Goodyear Racing Eagle Wet tyre, designed to disperse surface water and provide grip in the rain. Elsewhere this weekend, Goodyear Racing Eagle tyres will be in action at Watkins Glen International for three NASCAR series and at Brands Hatch’s Indy layout for the British Touring Car Championship.

Stephen Bickley, Goodyear Endurance Program Manager, said, “We expect to see less variation in race strategies at Spa. The nature of the circuit means degradation is higher, so teams will focus on extracting maximum performance and are likely to equip new tyres at each stop. There is no left-right bias at Spa, and the load profile doesn’t lend itself to changing only front or rear tyres, so teams may still look to extend stints under safety car or full course yellow conditions, but we expect to see the baseline strategy being more consistent.

“The Goodyear Racing Eagle Medium tyre has proven it can perform at a range of tracks, support front, mid and rear-engined cars and deliver what both professional and amateur drivers in this pro-am class want. At Imola, tyre temperature management was never a concern for LMGT3 teams, even on such a demanding and unpredictable track. Should conditions turn wet at Spa, teams can rely on the Goodyear Racing Eagle Wet tire as a proven and effective solution.”

Comments (0)

ADD COMMENT

Link Copied!

Apollo Tyres has unveiled the Apterra HT5, a new premium highway terrain tyre aimed squarely at the core SUV segment in India. The tyre is engineered for popular models such as the Fortuner, Endeavour and Scorpio, promising strong grip, long life, comfort and durability across both highway and demanding driving conditions. Designed and developed at the company’s Global R&D Centre in Chennai, the Apterra HT5 will be produced at manufacturing facilities in Andhra Pradesh and Chennai, featuring a beast-like stance that channels raw power and silent control.

The tyre incorporates several technical advancements to meet diverse driver needs. Long lasting durability comes from advanced Armour Technology and a Hybrid Fill Compound, offering cut resistance, improved mileage and extended tread life. Superior grip is achieved through a Dynamic Pattern design that adapts to varying road conditions for enhanced traction and confident braking at higher speeds. Enhanced comfort is delivered by precision-engineered tread sipes that balance block stiffness to absorb road harshness, resulting in a smoother driving experience.

India’s SUV market now follows two distinct usage patterns, with traditional rugged SUV users prioritising durability and mileage while new-generation SUV drivers focus on performance, grip and road presence. The Apterra HT5 bridges these two worlds with a single versatile solution, removing the need for trade-offs. Through this launch, Apollo Tyres reinforces its commitment to innovation and customer-centric engineering, adapting to the evolving expectations of SUV owners across the country.

Dahiya, Vice President, Commercial (India, SAARC and South-east Asia), Apollo Tyres Ltd, said, “Apterra HT5 represents our deep understanding of how India’s SUV market is evolving. Today’s SUV owners expect a product that can keep up with demanding usage while also delivering performance and comfort. With Apterra HT5, we have engineered a tyre that brings together durability, mileage, grip and refinement in one offering, ensuring our customers no longer must choose between toughness and driving experience.”

Comments (0)

ADD COMMENT

Link Copied!