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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Goodyear Racing Eagle tyres emerged as the central strategic battleground in the LMGT3 class during the FIA World Endurance Championship’s season-opening 6 Hours of Imola. The Italian circuit’s notably smooth asphalt led to unexpectedly low tyre degradation across the six-hour race, which allowed teams to experiment with varied tactical plans rather than following a single, predictable approach. Under this season’s increased tyre allocation rules, teams enjoyed greater flexibility, although not every squad chose to use its full supply.

The performance and consistency of the Goodyear Racing Eagle Medium compound proved decisive, with most teams minimising pit lane time by double- or triple-stinting their tyres. However, a minority of competitors opted for a contrasting strategy, fitting fresher Goodyear Racing Eagle tyres more frequently. Crucially, the durability of the Medium compound ensured that both approaches remained competitive, resulting in a wide array of live strategies unfolding simultaneously across the LMGT3 field.

The FIA World Endurance Championship resumes with the TotalEnergies 6 Hours of Spa-Francorchamps from 7 to 9 May 2026. Over the same weekend, Goodyear Racing Eagle tyres have also been in action at Kansas Speedway in the NASCAR Cup Series and NASCAR O’Reilly Auto Parts Series, as well as at Donington Park for the British Touring Car Championship season opener.

Stephen Bickley, Goodyear Endurance Programme Manager, said, “In the first half of the race, we saw several teams double stinting the unloaded left-hand side, but changing their right-hand side tyres at every stop. But as the race progressed, some teams began to double-stint both sides. This meant that teams that had only changed the right-hand side at the previous stop were onto their third stint with the left-hand tyres. Across the field, we saw some teams stop as little as five times during the race, and some as many as eight, emphasising the range of different strategies teams employed.”

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Bridgestone has reaffirmed its partnership with the Sporting Bears Motor Club by sponsoring the Golden Dream Rides competition for another year, with proceeds benefiting multiple children’s charities. The initiative builds on a collaboration first established in 2023 and underscores the company’s dedication to community-focused causes. Through this sponsorship, Bridgestone covers competition costs while also contributing directly to charitable funds.

The Sporting Bears Dream Rides offer passengers an exceptional opportunity to ride in classic or supercars in exchange for a donation, with every penny going to chosen children’s charities. Club members generously donate their vehicles, volunteer their time and cover personal expenses, ensuring that 100 percent of each donation supports those in need. To date, the club has provided more than 85,000 Dream Rides and raised over GBP 4 million, benefiting more than 400 children’s charities across the UK since its formation in 1989.

The Golden Dream Ride competition invites anyone who has engaged with Sporting Bears to share a photograph of their favourite moment with the club via official social media channels. Each month, one winner receives a Golden Dream Ride voucher redeemable for any available dream ride car at any Sporting Bears event nationwide. Beyond the contest, Bridgestone and Sporting Bears are promoting road safety as part of Bridgestone’s ‘Be a Road Safety Hero’ campaign, with volunteers conducting public tyre‑safety checks.

Sporting Bears recently announced its historic fundraising milestone at the Practical Classics Restoration Show in Birmingham. While the club is known for its presence at major events such as the two NEC classic car shows, Carfest and the British Motor Show, it also participates in more than 60 other events throughout the season. Bridgestone’s ongoing support helps sustain these activities and the broader mission of safer roads for all.

Clare Stephens, PR and Social Media Lead for Sporting Bears, said, “Our Dream Rides are all about creating unforgettable experiences while raising vital funds for children’s charities. Bridgestone’s support covers the cost of the competition, which ensures that even more money goes directly to the charities we support.”

Helen Roe, Senior Marketing Manager from Bridgestone, said, “We’re incredibly proud to support Sporting Bears and their Golden Dream Rides concept. It’s a fantastic initiative that brings together a passion for cars with a genuine opportunity to make a difference in local communities, whilst sharing vital tyre safety advice.”

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Apollo Tyres Ltd and Italdesign are set to mark over 25 years of collaborative tyre design at Milan Design Week, running from 20 to 26 April 2026. The partnership will display key co-creations, including the Vredestein Ultrac Sessenta and the latest Vredestein Quatrac Pro 2 all season tyre, which is scheduled for a summer release.

The collaboration between the Italian design house and the Vredestein brand has now reached 27 years, beginning with the 1999 debut of the Vredestein Sportrac. Designed by renowned automobile stylist Giorgetto Giugiaro, the Sportrac introduced an asymmetric pattern that boosted its sporty appearance, setting the stage for future projects blending aesthetics with high-performance engineering.

Launched in 2006, the Ultrac Sessenta was created by Italdesign to celebrate six decades of the Vredestein brand in Enschede, the Netherlands. The tyre’s name is Italian for the number 60, a tribute to its designers. It features a distinctive tread pattern that enhances performance and handling as an ultra-high-performance summer tyre.

The latest joint effort, the Vredestein Quatrac Pro 2, goes on sale in June. This ultra-high-performance all-season tyre incorporates a sidewall design that portrays the seasons through a seamless mix of solid and void elements, with flowing graphics hinting at leaves, snow and rain. Its overarching Passage theme reflects seasonal cycles and travel through varied conditions, while visual references to water ripples, wind and motion underscore the tyre’s advanced all-season capability.

Udyan Ghai, Head of Marking, Apollo Tyres Ltd, said, “The partnership with Italdesign has endured because we share the same ethos regarding the union of performance and aesthetics in modern product design. Both the Ultrac Sessenta and Quatrac Pro 2 demonstrate how tyre design can enhance not only function, but also visual identity.”

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DUNLOP (company name: Sumitomo Rubber Industries, Ltd.) has achieved a major milestone as its BLUE RESPONSE TG tyre secured first place in the overall ranking of a tyre test conducted by Auto Motor und Sport, a premier German automotive publication. This marks the first major test victory for the summer tyre since its market introduction.

The BLUE RESPONSE TG represents the inaugural Dunlop brand summer tyre developed by Sumitomo Rubber Industries specifically for the European market following the company’s acquisition of the Dunlop brand trademark in Europe, United States and Australia. Auto Motor und Sport is widely recognised for its rigorous evaluation standards regarding vehicle performance and safety, making it a highly influential medium in European tyre assessments. The publication’s circulation and technical expertise command deep trust from both automotive experts and enthusiasts.

Securing the top overall ranking in this test demonstrates the advanced technology and high level of refinement embedded in the BLUE RESPONSE TG. For safety-conscious consumers and those prioritising driving performance in the European market, the assessment results are expected to serve as a crucial reference for purchase decisions.

During the test, the BLUE RESPONSE TG in size 195/55R16 was fitted to vehicles including the Hyundai i20 and INSTER. The tyre earned high marks for delivering balanced wet and dry road performance. On wet surfaces, it stood out for grip and braking distance, while on dry roads, it excelled in handling and braking. These combined strengths led to the tyre’s overall victory. The BLUE RESPONSE TG is engineered to achieve both high-level safety and dynamic traveling performance.

Markus Bögner, President of DUNLOP Tyre Europe GmbH, said, “I am really delighted that the first DUNLOP tyre we designed for the European market received the highest rating in the assessment by a trusted magazine with a long history. The assessment results we obtained this time will provide a tailwind for the DUNLOP tyre business in Europe, which started on a full scale in January. We will continue to provide ‘Experiences that exceed expectations’, which is one of the brand value propositions of DUNLOP, for more customers.”

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