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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Hankook Tire-sponsored TGL presented by SoFi, a US-based team golf league, is set to host its ninth through twelfth matches over two days beginning 23 February at the SoFi Center in Florida. As the league’s first-ever Official Tyre Partner and a Founding Partner, Hankook Tire is maximising its involvement by showcasing its unified global ‘Hankook’ brand across on-site LED displays, television advertising and broadcast coverage. This strategic presence reaches fans in approximately 150 countries, delivering premium brand value and creating a distinctive brand experience at the crossroads of mobility and sports while broadening consumer engagement.

The upcoming matches carry significant weight as TGL Season 2 approaches its playoff phase. On 23 February, Atlanta Drive GC will face a demanding doubleheader, first confronting Boston Common Golf followed by Los Angeles Golf Club. The opening contest presents a compelling standings battle, with Atlanta seeking to defend its top position against a Boston team that recently surged into second place after a decisive victory over The Bay Golf Club. Although Atlanta opened the season with consecutive wins to claim the lead, Boston has narrowed the gap based on holes won, intensifying the stakes. The subsequent match against Los Angeles proves equally critical, as Atlanta holds merely a two-point advantage over a team tied in holes won, meaning a defeat could trigger a standings reversal.

The following day features New York Golf Club in its own doubleheader, beginning against The Bay Golf Club before meeting Boston Common Golf. Currently occupying sixth place, New York aims to close ground on fifth-place Bay, while The Bay seeks to overcome early-season inconsistencies and build playoff momentum through back-to-back victories. The twelfth matchup places New York against second-place Boston, with only two points separating them. New York will depend on Matt Fitzpatrick, undefeated in Season 2 singles competition, to anchor its postseason push.

With merely three regular season matches remaining before the playoffs, the battle for top-four positioning has intensified considerably. Atlanta Drive GC maintains its lead atop the standings, pursued closely by Boston Common Golf, Los Angeles Golf Club and Jupiter Links GC. Meanwhile, The Bay Golf Club and New York Golf Club occupy fifth and sixth places, respectively, rendering every remaining contest crucial for postseason aspirations.

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Tipler convened dealers from across Brazil and Latin America in a live online broadcast in February using its annual convention to reward top performers, outline strategy and tighten alignment across its commercial truck tire retreading network.

Branded the 2026 Convention – Tipler Champions League, the virtual gathering connected business owners, managers and sales teams in what the company described as a pivotal moment for recognition and planning ahead of its next expansion cycle. The event spotlighted standout performances in 2025 with dealers evaluated on sales results, management standards, market growth and operational excellence.

Beyond awards, the convention doubled as a strategic roadmap session for 2026. Executives detailed commercial targets, marketing and market intelligence investments and new technical and management training initiatives. The company also signaled plans to expand regional operations and further develop its Tipler Champions League program, while sharpening its focus on innovation, efficiency gains, customer proximity and territorial expansion in key Latin American markets.

Leadership underscored the dealer network’s role in driving sustainable growth. “Our business model is built by many hands. Each dealer is a key player in our story. The convention is the moment to celebrate achievements and, above all, align our course so we can continue growing together,” said Jandrei Goldschmidt, Marketing Executive at Tipler.

The high-engagement broadcast reinforced integration across the network and a collective push to bolster competitiveness as Tipler works to consolidate its position among sector leaders. By linking partners, sharing operational and commercial priorities and recognising performance, the company signaled its intent to accelerate growth while maintaining a focus on excellence, dealer partnership and value creation for the transportation market across the region.

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DRC (Doctors of Rubber Compounding) is set to participate in the 2026 edition of Tire Technology Expo, a premier European event focused on tyre manufacturing materials and technology. The exhibition will take place in Hannover, Germany, from 3 to 5 March 2026.

Bringing over four and a half decades of expertise as a specialist custom compounder, DRC supplies advanced rubber compounds to tire producers worldwide. These formulations are designed for various tyre components, such as treads, sidewalls, innerliners and other technical parts. Beyond developing compounds and offering large-scale mixing capabilities, the company also manufactures semi-finished tyre-related goods, including calendered rubber and retreading materials. DRC provides comprehensive support throughout the entire process, from the initial formulation stage to final application, backed by in-house testing and scalable production to guarantee consistent quality, processing efficiency and supply reliability.

Attendees are invited to visit Stand C114 in Hall 20 to engage with the DRC team, explore custom compound development, address specific performance criteria for tyre materials and learn more about their full range of compounded and semi-finished products.

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Left Lane Auto, a tyre retail and automotive services provider based in Champaign, Illinois, has expanded its footprint through a new partnership with Don Foshay's Discount Tire & Alignment. The Maine-based business operates six locations offering comprehensive vehicle repair and maintenance and is the latest addition to Left Lane’s growing portfolio, which is backed by private equity firm Bertram Capital. The financial details of the deal have not been released.

Founded in 1982 by Don Foshay Sr with a single shop in South Portland, the company has since grown to include six locations and a team of more than 75 employees. Over the years, the business has earned multiple industry accolades while building a strong reputation under its established local brand. Its service offerings are extensive and include tyre sales and installation, wheel alignments, preventive maintenance, diagnostics, transmission work and repairs to exhaust, cooling and belt systems for a wide range of vehicles. The organisation has also invested in modern diagnostic and repair technology to support its commitment to dependable service.

This acquisition represents a significant milestone for Left Lane, bringing its total number of owned stores to over 80 since its inception in 2021. It also marks the first transaction completed following the strategic partnership announced between Left Lane and Bertram Capital in late 2025.

Parham Parastaran, CEO, Left Lane, said, "We are excited to have the opportunity to carry on the strong legacy and operation that the Foshay family has built in Maine, which will serve as a strong entry point into the state for our platform. We plan to retain all upper management and employees across all locations and are excited to continue to grow both the Don Foshay's brand and the broader Left Lane platform's presence across the New England area."

Don Foshay Jr said, "We had multiple buyers to pick from but found that Left Lane Auto was the best match for our team and our customers going forward. The further we've gotten into the transition, the happier we are with that decision."

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