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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Falken has advanced to the final round of the first-ever Service Award, a new distinction created by the Federal Association of Tyre Retailers and Tyre Repairers (BRV) based in Bonn. As a brand operating under Dunlop Tyre Europe GmbH, Falken now competes alongside two other undisclosed nominees for a prize designed to highlight outstanding trust-based partnerships and superior service within the passenger car and light commercial vehicle tyre sector.

A comprehensive survey of over 250 BRV member companies drove the selection process. Between early March and mid-April, participating retailers cast online votes evaluating criteria such as on-time delivery reliability, logistics and ordering efficiency, commercial terms, customer service responsiveness and the quality of sales, marketing and training support. The results placed Falken among the three finalists, signalling strong approval from the specialist tyre trade.

The eventual winner will be revealed on 8 June 2026 at a ceremony held during the BRV General Meeting in Cologne. That announcement will formally close the inaugural competition, with Falken remaining in contention for the top honour.

Thomas Langer, Sales Director Germany, Dunlop Tyre Europe GmbH, said, “Being nominated for the BRV Service Award means a great deal as it is decided by the specialist tyre trade. It confirms our commitment to offering Falken partners not only reliable and safe products, but above all, dependable service, tailored support and a genuine partnership-based collaboration. This feedback motivates the whole team to remain focussed on serving our loyal customer base.”

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Zhongce Rubber Group (ZC Rubber), the official global tyre partner of Arsenal Football Club, has extended its congratulations to the team for securing the Premier League title for the 2025/26 season. The Chinese tyre manufacturing giant, recognised as one of the world’s leading industry players, commemorated the club’s first Premier League title since the legendary unbeaten ‘Invincibles’ run of 2003/04. This victory represents Arsenal’s 14th English top-flight title, reaffirming its status among the most successful clubs in the history of English football.

Since forming the global partnership with Arsenal in 2023, ZC Rubber has leveraged the collaboration to promote its diverse tyre brand portfolio, which includes WESTLAKE, GOODRIDE, CHAOYANG, ARISUN, TRAZANO, YARTU, TIANLI and YONGGU. The company has enhanced its international brand visibility through matchday LED advertising at Emirates Stadium, integration with Arsenal’s official channels and various fan engagement initiatives. These efforts connect the excitement of elite football with the reliability and performance of ZC Rubber’s tyre products.

This championship victory also represents a significant milestone in ZC Rubber’s sports marketing strategy. As the company continues to expand its global footprint, the Arsenal partnership serves as a dynamic platform to reach consumers, distributors and business partners through a shared passion for football. ZC Rubber has expressed pride in celebrating the season’s success alongside Arsenal and its worldwide fanbase.

Henry Shen, Senior Vice President, Zhongce Rubber Group, said, “On behalf of ZC Rubber, I would like to offer our sincere congratulations to Arsenal Football Club, the players, coaching staff and supporters on this remarkable Premier League victory. It has been inspiring to see the team’s focus, determination and unity throughout the season. Arsenal’s pursuit of greatness strongly resonates with ZC Rubber’s own commitment to delivering safe, reliable and high-performance tyre solutions for customers around the world.”

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Balkrishna Industries Ltd. (BKT) is showcasing its latest agricultural tyre technologies at Agritechnica Asia in Bangkok, where more than 15,000 trade visitors are expected to attend the exhibition over three days.

The off-highway tyre manufacturer is exhibiting at booth F17 alongside Chavakit Ruam Yang Co Ltd., its distributor in Thailand for more than 20 years.

BKT said the products on display are designed to address the evolving requirements of the Asian agricultural sector, with a focus on soil protection, durability and load-carrying capacity.

Among the products featured at the exhibition is HARVESTER SPECIAL, a heavy-duty tyre developed for sugarcane harvesters in Thailand. The company said the tyre’s dual-angle lug design is intended to improve traction in field conditions while maintaining road comfort.

The company is also presenting several products from its AGRIMAX range, including AGRIMAX RT 657, AGRIMAX RT 855 and AGRIMAX RT 955, which are designed for soil tillage, road use and row crop applications.

In addition, BKT is displaying tyres from its TR range, including TR 135, which is aimed at demanding tillage operations.

The exhibition is being held at the Bangkok International Trade & Exhibition Centre (BITEC) through 22 May.

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Continental has deepened its longstanding alliance with BRABUS by engineering a bespoke ultra‑ultra‑high‑performance (UUHP) summer tyre for the new BODO supercar. The SportContact 7 Force joins the award-winning family as an exclusive derivative, marked by a special BB sidewall identification. This launch extends a technical partnership rooted in performance and precision for more than 25 years.

Developed from the tread concept of its predecessor, the new tyre focuses on maintaining maximum control at high speeds on both roads and racetracks. It provides quick responses to shifting loads, ensuring predictable lane changes and stable motorway running. The compound also delivers repeatable grip during successive braking and acceleration on a circuit.

This model-specific fitment, sized at 275/35 ZR 21 for the front and 325/30 ZR 21 for the rear, aligns tyre construction with the supercar’s axle-load realities. The collaboration ensures that the BODO’s engine power is transmitted effectively to the asphalt without sacrificing steering precision. Continental and BRABUS have consistently aligned aerodynamics and compound for very powerful vehicles.

The SportContact 7 Force serves as the enabling interface between driver intent and the road, turning bold ideas into confident handling. By pairing a sentimental heritage with a modern performance brief, the tyre translates raw power into high-speed stability. This launch marks another chapter in a decades-long technical story focused on delivering everyday performance.

Dr Marian Graßmann, Senior Tyre Developer, Continental Germany, said, "With the SportContact 7 Force, we are taking the performance of our most successful UUHP tyre to an even sportier level. The combination of adaptive tread pattern, advanced Harmonised BlackChili compound and vehicle-specific design enables handling that remains precise, stable and controllable under extreme conditions. Balancing everyday use with racetrack competence was our development target. Our tyres are the first with specification marking for BRABUS, showing that not only is the vehicle tailored made but the tyres are special too.”

Dipl.-Ing. Jörn Gander, Chief Technology Officer, BRABUS, said, “The BRABUS BODO embodies modern coachbuilding at the highest level – down to the very last detail. Together with Continental, we created a bespoke tyre technology that perfectly combines performance, control and character. The BB signature on the sidewall makes visible what sets this project apart: genuine individual development rather than compromise.”

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