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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Ironman Tires, a brand owned by Hercules Tire and Rubber Company, has officially launched the All Country AT-X, a new generation tyre designed to merge the capabilities of all-terrain and all-weather designs. This strategic expansion of its All Country line is positioned to deliver year-round performance for SUVs and light trucks, whether on paved roads or off-road adventures. The AT-X is now available at retail locations, effectively replacing the previous All Country A/T and AT2 models to strengthen the brand's standing in the competitive market.

Building upon the legacy of its predecessors, which collectively sold over 700,000 units annually, the All Country AT-X incorporates advanced design and compound technologies. A significant feature is its certification with the Three-Peak Mountain Snowflake symbol, guaranteeing reliable traction in severe snow conditions, a first for the brand in this category. The tyre’s development focused on key improvements, including superior snow traction, enhanced durability and more responsive on-road handling, all while upholding Ironman's core values of affordability and dependability.

The product lineup is comprehensive, with 27 of its planned 40 sizes available immediately and the remaining 13 scheduled for an early 2026 release. The AT-X offers two distinct tread patterns, both meeting the stringent winter performance standards without compromising on tread life or ruggedness. Key engineering enhancements include an optimised all-terrain tread for balanced on- and off-road performance, a next-generation all-weather compound and an aggressive sidewall design that boosts puncture resistance and provides a bold visual appeal. The tyre’s profile was strategically engineered through advanced modelling to promote stability and even wear.

Backing its robust construction is a substantial 50,000-mile (approximately 80,467 km) limited treadwear warranty, alongside a 60-month workmanship warranty and road hazard protection. The All Country AT-X is offered in T, Q, R and S speed ratings in a wide range of sizes to fit 15- to 20-inch rims, making it an accessible and versatile option for a broad spectrum of drivers seeking confident, all-season capability.

Keith Calcagno, Chief Strategy Officer, Proprietary Brands, American Tire Distributors, said, “The All Country AT-X represents a major step forward for Ironman’s product lineup. By combining all-weather versatility with all-terrain durability, the AT-X provides drivers the confidence to go anywhere, in any condition, all year long.”

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In a significant step for sustainable infrastructure, the Selwyn District in Canterbury is poised to conduct New Zealand's inaugural trial of a rubber road surface. According to Radio New Zealand, the trial is scheduled for early 2026 in Glentunnel on State Highway 77. This pioneering initiative represents a proactive move by the council to explore innovative solutions for its extensive roading network and reflects the council's commitment to investigating new technologies that can enhance performance and provide additional value.

Central to this venture is Treadlite NZ, the nation's sole supplier of recycled rubber granules specifically designed for pavement applications. The company's executive director, Brad Pearce, has confirmed their involvement, collaborating with a contractor to supply the material for the proposed trial. Pearce expressed his enthusiasm for the prospect of seeing recycled rubber improve the durability and functionality of roads across the country in the near future.

The rubber road project is just one of several innovations being pursued by Selwyn's infrastructure team. Other exploratory measures include the use of plastic grids in road rehabilitation to minimise excavation and an underground stormwater system, StormBrixx, which manages surface flooding in vulnerable areas. The council is also considering a novel contracting model where companies lease road lanes, creating a financial incentive to complete work quickly and efficiently. This drive for innovation occurs against a backdrop of managing one of the country's largest geographic road networks, which is facing pressures from high growth and increasing traffic loads.

While data indicates that Selwyn's roads are among the smoothest in New Zealand, the council acknowledges the ongoing challenge of maintaining surface conditions as its infrastructure ages. The upcoming trial in Glentunnel, facilitated by the specialized materials from Treadlite NZ, stands as a testament to the council's forward-thinking approach to extracting greater value and longevity from its critical assets.

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Maxion Wheels, the world’s leading wheel manufacturer, has officially confirmed its readiness to begin series production of forged aluminium truck wheels in January 2026. The announcement was made at the SOLUTRANS 2025 exhibition in Lyon, France. This production will be housed in a new, state-of-the-art 24,500-square-metre plant located in Manisa, Türkiye, which was developed as a joint venture with İnci Holding. The facility is now fully operational, featuring advanced machinery and an initial annual capacity of approximately 350,000 wheels, with a flexible design to accommodate future market growth.

The introduction of these wheels significantly expands Maxion's commercial vehicle portfolio, allowing the company to offer what it now considers the industry's most comprehensive product range. The new forged aluminium wheels will be available in high-demand sizes and finishes, engineered to meet the stringent requirements of OEMs and fleets across Europe and Türkiye for superior durability, performance and appearance.

Looking forward, the company is already developing a patented surface treatment designed to offer enhanced durability, improved corrosion resistance and easier maintenance. This innovative solution is currently undergoing laboratory and benchmarking tests, which have so far yielded highly promising results.

Mark Gerardts, CEO, Maxion Wheels, said, “Forged aluminium truck wheels represent a critical evolution in our strategy to deliver the most complete and innovative commercial vehicle wheel portfolio in the industry. Our steel wheels have set the benchmark – and our forged aluminium truck wheels will meet it with the same uncompromising quality and reliability.”

Mustafa Zaim, President of the Board of Maxion Inci and Maxion Jantas, said, “Our collaboration with Maxion Wheels combines global product expertise with local manufacturing excellence to deliver a new wheel line-up that redefines choice and quality for truck OEMs, fleet managers and drivers. This milestone is more than the start of production – it’s a commitment to innovation, safety and meeting the evolving needs of OEMs and fleets across Europe and beyond.”

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Apollo Tyres Ltd and the Kalinga Institute of Industrial Technology (KIIT), Bhubaneshwar, are collaborating to incorporate a specialised ‘Tyre Technology’ module into the engineering curriculum. This initiative is unprecedented in India, representing the first time a tyre manufacturer and a technical institution have joined forces to formally integrate the science of tyre design and manufacturing into academic studies.

Apollo Tyres will be instrumental in developing the course, ensuring the syllabus and materials reflect the most current industry practices and technological advancements. Prof (Dr) Achyuta Samanta, Founder KIIT, KISS and KIMS, highlighted that this focus on the critical automotive component of tyres will equip future engineers with the practical knowledge to solve complex technological challenges.

The alliance is poised to offer students exceptional exposure to specialised fields and create transformative educational experiences, bridging the gap between theoretical learning and industrial application.

R Mahalakshmi, Chief Human Resources Officer, Apollo Tyres Ltd, said, “This strategic collaboration marks a significant milestone for the Indian automotive sector. By bringing tyre technology into mainstream engineering education for the first time, we aim to equip young engineers with future-ready skills and real-world exposure. Through internships and on-ground training at our facilities, students will gain hands-on experience with cutting-edge tyre design, manufacturing and testing, strengthening the talent pipeline for India’s mobility future.”

Prof (Dr) Saranjit Singh, Vice Chancellor, KIIT-DU, said, “In the fast-growing demand for a market ready workforce, it is imperative that Industry and Academia work closely together to develop quality tech talent. Being one of the leading technology universities, we have a strong intellectual capital and talent base to partner with industry in bridging the talent gap and nurturing future-ready digital professionals. The introduction of co-branded specialisation, ‘Tyre Technology’, will definitely give our students a new scope for innovation and edge over others.”

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