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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Dunlop has announced that its new Geomax EN92 tyre delivered convincing performance in dry, dusty and sandy conditions at the 100th edition of the FIM 6DAYS Enduro of Nations, held last week around Grandola, Portugal. Teams competing in both the World Trophy and Club Team classifications selected Dunlop’s latest enduro tyres and mousses to provide the traction required across six tough days of off-road racing at the world’s most prestigious enduro event.

Because of the dust and sand, many teams favoured the new scoop tyre, which offered excellent traction and braking on softer surfaces through Dunlop’s Reinforced Scoop Technology, designed to dig in and enhance terrain penetration. This mirrors the ongoing success of the Dunlop Geomax MX14 scoop tyre in international motocross, which has been raced by recent World Champions including MX2 champion Guillem Farres. The new and improved Geomax EN92 and EN92 SOFT tyres are engineered for off-road capability across a wide variety of terrain, from Portugal’s dry conditions to grass, mud and wet ground.

Dunlop also continued supporting club riders through the Dunlop Geomax Challenge, won this year by Italian EnduroGP Youth standout Simone Cagnoni ahead of Australia’s Dylan McDonald and the USA’s Jaden Dahners. The initiative backs Club Team Award riders racing on Geomax EN92 tyres with an official Dunlop rider kit and prizes for top performers, plus prize-giving during the official podium ceremony. More than 30 entrants representing nine nations took part this year. Dunlop further celebrated success in the FIM Women’s World Trophy, where Dunlop rider Korie Steede contributed to the winning Team USA effort and Danielle McDonald raced for second-placed Team Australia.

Roberto Finetti, Marketing Manager, Dunlop Motorcycle Europe, said, “The conditions at this year's 6DAYS provided an excellent opportunity to demonstrate the performance of our new Geomax EN92. With so much dust and sand throughout the week, riders needed confidence in their tyres, particularly under acceleration and braking. The new scoop tread pattern proved particularly effective in these conditions, while the combination of our tyres and mousses performed convincingly throughout the event. We are also pleased with the continuing popularity of the Dunlop Geomax Challenge, which brought together riders from around the world. Supporting riders at every level of racing is hugely important to us, and events like 6DAYS allow us to demonstrate that commitment.”

Fabio Muner, Marketing and Digital Director, FIM, said, “Dunlop has been a valued partner of the FIM for many years, sharing our passion for enduro and our commitment to the sport. Its presence at the FIM 6DAYS Enduro of Nations, together with the activities organised through the Dunlop Geomax Challenge, demonstrates its dedication to riders, teams and the entire enduro community. This partnership goes far beyond competition: it is about creating opportunities, engaging riders and strengthening the spirit that makes enduro so special. We are proud to continue this journey together and look forward to building on our longstanding relationship in the years to come.”

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TyreSafe, UK’s leading tyre safety charity, has entered a new partnership with the Gloucestershire Road Safety Partnership (GRSP), uniting two organisations dedicated to cutting road casualties and improving safety across the county. The collaboration will focus on raising awareness of tyre safety among road users in Gloucestershire through shared expertise, resources and opportunities that support broader road safety campaigns and initiatives.

The announcement comes as around 1,000 personal injury road traffic collisions are recorded on Gloucestershire's roads annually. The GRSP aims to halve the number of people killed and seriously injured on county roads between 2022 and 2032. Its recent Road Safety Needs Assessment identified speeding, distraction and impaired driving as key preventable factors in serious collisions, stressing the need for targeted action on high-risk routes and among vulnerable road users.

Gloucestershire's network includes many rural and semi-rural routes alongside busy residential and urban areas. Targeted measures are already underway at collision hotspots, including average speed cameras and lower speed limits on higher-risk routes. Tyre safety is a vital component of this wider approach, as tyres are the only part of a vehicle in direct contact with the road and are critical to braking, steering and control. Correct inflation, sufficient tread and freedom from damage help road users maintain control and reduce avoidable risks.

The partnership will create opportunities for joint campaigns, communications, community engagement and educational activity, ensuring drivers across the county receive clear, practical tyre safety information. It will complement existing education, awareness and enforcement work involving communities, schools, young drivers and other at-risk road users. TyreSafe continues to expand its UK network of road safety partnerships, recognising that reducing deaths and serious injuries requires collaboration across education, enforcement, engineering and safer vehicle use.

Stuart Lovatt, Chairman, TyreSafe, said, “Gloucestershire has a clear ambition to significantly reduce the number of people killed and seriously injured on its roads, and the work of the Road Safety Partnership demonstrates the importance of bringing organisations together to achieve that. We’re delighted to be partnering with the Gloucestershire Road Safety Partnership and to bring tyre safety into that wider road safety conversation. Tyres are fundamental to vehicle safety, but they can sometimes be overlooked when road users are thinking about the factors that contribute to collisions.

“Making sure tyres are legal, correctly inflated and in good condition is one of the simple things every driver can do to reduce risk. By working alongside established road safety partnerships, we can help make that advice more visible and give drivers practical information they can act on. This partnership is another important step in TyreSafe’s work with road safety organisations across the UK. By sharing expertise, audiences and resources, we can reach more people and make a greater contribution to preventing avoidable deaths and serious injuries.”

Nick Evans, Deputy Police and Crime Commissioner and Chair of the Road Safety Partnership for Gloucestershire, said, “Road safety is a shared responsibility, and our ambition to halve the number of people killed and seriously injured on Gloucestershire’s roads requires strong collaboration across our partner organisations. Our recent Road Safety Needs Assessment has given us a clearer understanding of where the risks are and the behaviours that contribute to serious collisions. While speed, distraction and impairment remain important areas of focus, vehicle condition is also an essential part of keeping people safe.

“We are pleased to welcome TyreSafe as a partner and look forward to working together to raise awareness of tyre safety and provide practical information that road users can use. By combining our local knowledge and reach with TyreSafe’s specialist expertise, we have an opportunity to engage more people and support our shared ambition for safer roads across Gloucestershire.”

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Sailun Group secured dual honours at the 2026 Forbes China Best Employers rankings, announced on 20 October, earning recognition as both China Best Employer of the Year and China Best Employer of the Year for Best ESG Practices. The accolades, selected from hundreds of participating enterprises, highlight the tyre maker’s achievements in talent strategy, organisational culture and social responsibility.

The Forbes China Best Employers selection, now in its sixth consecutive year, serves as a key gauge of workplace and employment trends in China. This year’s four-month evaluation assessed organisational effectiveness, digital intelligence and innovation, employee development and corporate social responsibility, reinforcing the ranking’s authority and professionalism.

Sailun has long treated talent as the foundation of sustained innovation and long-term growth, investing systematically in organisational effectiveness and employee development. The company draws talent through its mission to make great tyres, unites staff around trust and respect and enables growth via dual management and professional career pathways, mentoring and hands-on projects. A people-centric governance belief that employees are its greatest concern underpins a comprehensive, multi-tiered support system spanning the entire employee lifecycle, strengthening belonging and fulfilment.

Sustainability sits at the top of Sailun’s governance framework. Guided by its ‘eco+’ strategy and aligned with 14 sustainability goals, the Group is accelerating environmental, social and governance transformation – embedding green and low-carbon principles from research and development through manufacturing and supply chain management, integrating fair employment and talent development across human resources and extending social responsibility to industry partners and local communities. The 2026 selection added an AI practices dimension; Sailun’s ‘AI+’ strategy has moved the tyre industry from isolated pilots to organisation-wide AI enablement, with an intelligent system covering product development, manufacturing, quality control, marketing and customer service.

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Hankook Tire will serve as the official sponsor of the Ballon d'Or for the third consecutive year, continuing its partnership with the prestigious award that honours the best individual performance of the past professional football season and stands as the sport's highest individual accolade. The premium tyre manufacturer's renewed commitment was confirmed ahead of the 2026 ceremony.

The 2026 ceremony, marking the award's 70th anniversary, will be held in London for the first time on 26 October. The event is set to take place at the London Palladium Theatre, where the successors to Aitana Bonmatí and Ousmane Dembélé will be revealed. London's selection as the anniversary venue also honours the first winner, England international Stanley Matthews, who received the award in 1956.

As part of its involvement, Hankook is running a competition offering football fans the chance to win a ticket to attend the ceremony. Participation details and competition conditions are available on a dedicated page of the company's website. The Ballon d'Or was established in 1956 by France Football and has been presented by the publication, part of the L'Équipe Group, in conjunction with UEFA since 2024.

Hankook's sponsorship reflects an internationally oriented strategy of selected partnerships at global, European and national levels, concentrating on motorsport and football platforms with wide reach and strong visibility in key markets. The company aims to expand its brand presence through prestigious sporting events with a global audience while creating touchpoints with fans, customers and business partners worldwide.

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