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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TyreSafe, UK’s charity dedicated to raising tyre safety awareness, has issued a reminder that underinflated tyres can lead to higher fuel consumption, a concern that is especially relevant given the current geopolitical pressures on global energy markets. With pump prices beginning to climb again across the UK, motorists are being encouraged to carry out basic vehicle maintenance as a way to improve fuel efficiency.

This week, motoring organisations including the RAC and AA have urged drivers to adopt efficient driving habits and ensure their tyres are properly inflated to mitigate the impact of rising costs. Recent RAC Fuel Watch data reveals a significant increase at the pumps, with petrol climbing by approximately 4.68p per litre and diesel rising by around 8.59p per litre in just over a week, coinciding with escalating tensions in the Middle East.

According to TyreSafe, checking tyre pressures at least once a month and before longer trips is essential. Drivers should refer to the manufacturer’s recommended levels, typically listed in the vehicle handbook or on a sticker inside the driver’s door frame or fuel cap.

Many motorists may not realise that driving on underinflated tyres could be silently increasing their fuel bills. Research from The Motor Ombudsman indicates that more than half of all tyres on UK roads may be running below the ideal pressure. This increases rolling resistance, meaning the engine has to work harder to maintain normal speeds.

Even a modest drop in pressure can have an effect. A 10 percent reduction can raise fuel consumption by about two percent, adding unnecessary costs. Safety is also compromised, as a 20 percent decrease can impair handling and grip, heightening the risk of incidents. With costs rising again, a simple tyre check can support both road safety and household budgets.

Stuart Lovatt, Chair of TyreSafe, said, “When fuel prices rise, drivers naturally look for ways to make their fuel last longer. One of the simplest things they can do is check their tyre pressures regularly. Underinflated tyres increase rolling resistance, which means the vehicle has to work harder and burn more fuel just to move forward. It may seem like a small issue, but over time it can quietly add to the cost of every journey. More importantly, tyres that are not inflated correctly can reduce grip, handling and overall vehicle stability. Keeping tyres at the correct pressure isn’t just about saving fuel – it’s a critical part of staying safe on the road.”

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Kanifing Municipal Council (KMC) has inaugurated The Gambia’s inaugural tyre recycling plant, a pioneering step forward in the nation's efforts to combat environmental degradation and manage waste. As per a report by The Point, this landmark facility, established with financial support from the United Nations Development Programme (UNDP), is engineered to process end-of-life tyres into reusable materials, directly confronting a long-standing waste issue that has seen discarded tyres obstruct waterways and blight communities for years.

During the inauguration, representatives from KMC highlighted the council's dedication to forward-thinking solutions, ecological responsibility and local advancement. The project was presented as a testament to the effective synergy between local governance and international cooperation in achieving significant environmental progress. The new plant is anticipated to yield substantial advantages, including mitigating pollution and enhancing urban cleanliness from an environmental perspective, while simultaneously unlocking economic potential through the creation of valuable resources from waste.

This, in turn, could stimulate local enterprise and generate employment. Officials characterised the venture as emblematic of a shared resolve to foster a cleaner and more resilient nation. By establishing this recycling facility, KMC has positioned itself at the vanguard of ecological innovation within the country, establishing a benchmark for future sustainable initiatives across The Gambia.

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Sun Auto Tire & Service, one of the largest independent tyre and automotive service providers in US, has unveiled Drive With Purpose, a new community-focused initiative designed to embed charitable action into the company’s daily operations. The programme transforms each service visit into an opportunity for both employees and customers to contribute to local communities. Rooted in the company’s heritage as an independent shop, the effort balances grassroots engagement with the backing of a national network.

The initiative is structured around three core pillars. Through Community Partnerships, Sun Auto strengthens local neighbourhoods by supporting food banks, events and fundraising tied to routine vehicle maintenance. A second pillar is dedicated to Veteran Causes, channelling resources towards organisations that assist veterans and first responders. These efforts emphasise mobility, independence and career opportunities beyond military service. The third area, Educational Development, focuses on technical training and workforce education, aiming to cultivate the next generation of automotive technicians and ensure the industry’s long-term vitality.

Drive With Purpose builds on existing philanthropic momentum. Last year, Sun Auto contributed more than USD 70,000 to charitable causes and has already donated USD 30,000 in the first quarter of this year. The company is now directing increased attention to veteran support, workforce development and local partnerships.

In January, more than seven hundred employees gathered in Arizona for the DRIVE 2026 Leadership Workshop. Regional teams competed to direct donations to charities of their choice, including organisations such as America’s VetDogs, Susan G. Komen Tunnel to Towers Foundation, TechForce Foundation and No Kid Hungry. reinforcing the company’s commitment to purpose-driven community impact.

Tony Puckett, CEO, Sun Auto Tire & Service, said, "Drive With Purpose is a platform in which we can support our local communities every day. It connects the automotive service work that we are doing in our stores to the opportunity to serve others in need within our local markets and gives our teams and guests a great way to support these amazing charitable organisations.  Every mile truly matters, and this is how we bring that to life."

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Pirelli has renewed its collaboration with Toyota Gazoo Racing in North American rallying, a partnership that will see the new Toyota GR Corolla Rally RC2 make its competitive debut this weekend at the 100 Acre Wood Rally. This marks the second round of the season and reintroduces the Corolla name to international rally competition.

The vehicle, developed specifically for the RC2 category of the American Rally Association (ARA), is derived from the road-going GR Corolla and has been meticulously refined with contributions from Jari-Matti Latvala and Juho Hänninen. Central to its development was the use of the latest Pirelli AT Scorpion gravel tyres, an advanced evolution of a tyre family already widely respected in the World Rally Championship for its consistent reliability and performance. These same tyres will be used throughout the entirety of the American season.

American driver Seth Quintero has been selected to pilot the new machine for the remaining rounds of the championship, bringing fresh energy to the campaign. The Toyota GR Corolla Rally RC2 represents a significant technical achievement, blending production-based design with competition-focused engineering. The development process benefited from extensive testing and the input of world-class drivers, ensuring the car is well prepared for the challenges of the ARA. With the Pirelli AT Scorpion tyres providing a proven foundation for gravel performance, the team enters the season with strong momentum and clear objectives for the rounds ahead.

Terenzio Testoni, Rally Activity Manager, Pirelli, said, “It’s a pleasure to see our collaboration with Toyota renewed in American rallying with a technically exciting project such as the Toyota GR Corolla Rally RC2. The ARA championship is a top-level series that adds to the many rally and GT programmes supplied by Pirelli around the world. We are ready to bring our experience to support Toyota in this new challenge.”

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