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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The Goodyear Blimp has redefined its century-long legacy of hovering over major pop culture moments by hosting a first-of-its-kind music festival inside an airship hangar. Dubbed BANGR at the HANGR, the event marked the brand’s second annual birthday celebration, transforming the massive space into a high-energy bash.

Festivalgoers experienced a series of exclusive attractions, including a ride aboard the Wingfoot One blimp itself. A headlining DJ set from Noizu was delivered from a stage built with Goodyear tyres, while guests also browsed signature merchandise and attended an after-party in a uniquely blimp-worthy atmosphere.

The event featured an eclectic roster of attendees, from nostalgic mascots to local sports icons. Participants included the Care Bears, puppies from Kind Paw Rescue wearing Fi GPS wearables, the Oscar Mayer Wienermobile, an inflatable Flo from Progressive, Rainforest Cafe’s Cha! Cha! The Tree Frog, Geoffrey from Toys“R”Us and Vita Coco’s Coco Man.

Swensons Drive-In also made an appearance, alongside Ohio-based sports mascots such as Chomps from the Cleveland Browns, Flash from Kent State University and Zippy from the University of Akron. From chaotic dance floor moments to oversized photo opportunities, the birthday celebration was a blend of fun and charm as intended by the high-flying guest of honour.

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Hankook Tire moved to accelerate its market expansion in the United Arab Emirates by hosting the ‘Laufenn Partner Event’ on 21 May. The company collaborated with its official UAE distributor, Gulf Coasts Co L.L.C., a well-established player in the Middle Eastern automotive sector.

Over 150 regional wholesalers, retailers, dealers, fleet customers and executives from Hankook Tire’s Middle East and Africa Division attended the gathering. The event served to share strategic plans for growing Laufenn’s presence in the UAE, leveraging Gulf Coasts’ advanced logistics and technical workforce to solidify Hankook’s business influence.

The programme highlighted Laufenn’s high-performance passenger car and SUV tyre lineups, including the new EV-compatible LK12 model, which promises improved performance, handling, stability and longer mileage. A brand session unveiled the strategic roadmap for the UAE, followed by a business conference aimed at maximising partner collaboration.

Jong Woo Kim, Vice President and Head of the MEA Division at Hankook Tire & Technology, said, "Based on the strong distribution synergy with Gulf Coasts, we will rapidly expand Laufenn's footprint in the UAE market. By delivering Laufenn's value-conscious strategy, which is anchored in Hankook Tire's global top-tier technology and strict quality standards, we are committed to driving sustainable, mutual growth alongside our local partners."

Hamed Ghaedi, Managing Director, Gulf Coasts Co L.L.C, said, "We are tremendously excited to lead the official distribution of Laufenn, a global brand engineered by Hankook Tire. Moving forward, we will fully activate our channels, combined with our robust sales force, to maximise Laufenn's market visibility and deliver meaningful commercial outcomes across the UAE."

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Sun Auto Tire & Service has advanced its strategic expansion in the Midwest by opening a new Plaza Tire Service location in Collinsville, Illinois. This addition strengthens the company’s footprint on the east side of the greater St. Louis area and represents Sun Auto’s 17th store in the state.

With more than six decades of service in the Midwest and a reputation as the Quick Change Artist, Plaza Tire Service continues to emphasise trust and dependable service. Situated at 1501 Golfview Drive near the Orchards Shopping Center and just off Belt Line Road, the new Collinsville store reinforces Plaza Tire Service's commitment to delivering best‑in‑class automotive service and top tyre brands backed by Sun Auto’s price match guarantee.

Sun Auto Network continues to grow nationwide through both strategic acquisitions and new‑build locations, now operating over 575 stores across the country.

Rob Kingery, Regional Vice President, Operations, said, "The greater St. Louis market remains a priority in our growth strategy. This location enhances Plaza Tire Service regional coverage and reinforces our commitment to covering customers in the Midwest."

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Continental has officially transferred ownership of its French service and distribution arm, ContiTrade France, to the investment firm ASC Investment. The planned sale, first revealed by the company in December 2025, has now been completed. Under ASC’s management, the business is expected to gain flexibility and operate more nimbly, helping it retain existing clientele while attracting new customers with a specialised tyre and service lineup.

The deal encompasses over 130 corporate BestDrive outlets, two retreading centres and all associated administrative support for the tyre and repair business, employing approximately 1,200 people. Although sold, all service points will stay within Continental’s BestDrive France network through franchise arrangements. Both sides have chosen to keep the purchase price and other financial specifics confidential.

ASC Investment, with offices in Luxembourg and Munich, focuses on European corporate carve-outs and succession opportunities. Its leadership team brings decades of industry experience, aiming to boost performance in acquired companies through operational refinements rather than structural overhauls.

Véronique Giraud, head of Continental’s tyre business in France, said, “We are proud to support a franchise network of more than 200 BestDrive outlets throughout France. With our strong brand and longstanding expertise in the tyre and vehicle services business, we remain fully committed to supporting all our franchisees, helping them grow their businesses and realise their full market potential.”

Frederic Hierl, Managing Director, ASC, said, “We would like to thank Continental for its trust and excellent collaboration over the past few months, as well as for its confidence that we are the right partner for the long-term development of 130 BestDrive branches in France. Having signed a long-term franchise agreement, we look forward to being a reliable, agile partner for our customers and suppliers while continuing to be an important partner for Continental France in the years ahead.”

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