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 leading tyre safety charity, has joined forces with Dudley Council Trading Standards for an enforcement operation targeting part-worn tyre retailers, with support from West Midlands Police. Unannounced audits followed earlier advisory visits during which traders had already received guidance on statutory obligations. Nonetheless, every business inspected failed to meet basic safety and legal standards, producing a 100 percent non-compliance rate.

The inspections exposed a range of serious breaches, including dangerous illegal string repairs, punctures in sidewall and shoulder areas that cannot be repaired, absent or temporary ‘PART-WORN’ markings, improper pressure testing, aged and hardened rubber and tread depth below the legal minimum. Under the Motor Vehicle Tyres (Safety) Regulations 1994, such tyres must be thoroughly inflation-tested before sale, have at least 2.0 mm of tread, be structurally sound and carry a permanent uppercase ‘PART-WORN’ stamp.

Each trader subsequently received an individual Trader Notice summarising visit findings, identifying specific concerns, acknowledging compliance where found and offering practical guidance on meeting legal duties. TyreSafe and Dudley Trading Standards now intend to use the case study to urge other UK local authorities to prioritise joint enforcement against part-worn tyre retailers and remove illegal stock from the consumer market.

Laura Reuben, Public Protection Manager, Dudley Council, said, “The findings of this operation are deeply concerning. Consumers purchasing part-worn tyres often assume they are buying a safe, legal alternative to pass an MOT or save money, but our joint checks show a widespread disregard for basic safety laws. Educational visits alone have proven insufficient, and we will not hesitate to use our formal enforcement powers to protect motorists from dangerous stock.”

Stuart Lovatt, Chairman, TyreSafe, said, “This operation with Dudley Trading Standards exposes a stark reality: 100 percent non-compliance among the retailers audited, even after receiving compliance advice. Dangerous tyres on the road pose an immediate threat to driver and pedestrian safety. We urge local authorities across the UK to follow Dudley’s lead and integrate targeted, unannounced part-worn checks into their enforcement schedules.”

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Bridgestone Sales (Thailand) Co., Ltd. is assembling speed enthusiasts to showcase their sporty spirit and partake in exclusive motorsport excitement at the highly anticipated 2026 Bridgestone Driving Experience, themed ‘FEEL THE VIBE. SHARE THE MOMENT’. The event welcomes customers using any model of BRIDGESTONE POTENZA tyres to elevate their driving experience by taking their own vehicles onto a real racing circuit.

Now in its fourth consecutive year, the programme offers participants the chance to explore their vehicles’ full performance capabilities under the guidance of professional drivers and automotive experts. Theoretical sessions and practical driving techniques form the core of the experience, complemented by exclusive prizes, Hot Lap opportunities and giveaways throughout the day.

Entertainment highlights include an exclusive Meet & Greet with Beer Baiyoke and the Top Secret Thailand team; Thai actress-singer-model-racing driver Maprang Alisa Khunkhaeng, as well as Ko and the Street Doc team. The action-packed schedule promises excitement and motorsport experiences for all attendees.

Scheduled for 22 November 2026 at Pathum Thani Speedway in Pathum Thani Province, registration is already open from 21 October to 10 November 2026, with selected participants to be announced on 16 November 2026. Additionally, Bridgestone is offering a ‘Buy 3 Tires, Get 1 Free’ promotion for customers switching to POTENZA tyres, valid for purchases from 21 October to 10 November 2026, along with the chance to join the event. Interested customers can contact the page administrator through the POTENZA CLUB Facebook Group.

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Michelin has formed a technical and sporting alliance with Segway as the Segway Dakar Rally Factory Team prepares to enter the 2028 Dakar Rally aboard an entirely new, fully electric racing motorcycle. Acting as the team's official tyre supplier and technical partner, Michelin will be involved from the project's very first stages, supporting Segway throughout development.

Segway, drawing on its electric mobility background, is pursuing a demanding engineering goal: designing a brand-new 100 percent electric racing motorcycle built to survive the Dakar Rally's punishing conditions. The event will act as a live testing environment where both partners can subject their newest innovations to extreme demands and probe fresh territory in performance and electric mobility.

The partnership is being officially sealed at EICMA 2026 in Milan, Italy, a major international motorcycle industry showcase, where representatives of both firms will sign an agreement confirming their joint dedication to the Dakar 2028 venture. Cooperation will reach far past race-tyre supply, with engineers from both sides collaborating to weave rally-raid requirements into Segway's future electric machine.

Michelin will lend its off-road and rally-raid know-how plus tyre and Bib Mousse puncture-prevention expertise, initially guiding Enduro and Desert tyre selection and advising on Bib Mousse choice, fitting and use. Joint workshops will unite Michelin Motorsport specialists with Segway engineers, gathering data under rally-raid-representative conditions to steer later tyre optimisation. With Michelin's Dakar record since 1983 and 40 victories behind it, a joint testing programme will adapt tyres progressively to the motorcycle's final specifications and demands.

Cyriaque Echevin, Michelin Off-Road Tire Marketing Director, said, “True to its pioneering spirit, Michelin is delighted to support the Segway Dakar Rally Factory Team in this particularly ambitious project. Taking on the Dakar Rally with 100 percent electric motorcycles represents an exciting technological challenge, bringing new parameters that we will need to factor into our development work. Our role will extend far beyond supplying tyres: our teams will work alongside Segway’s engineers from the earliest stages of the project, sharing our rally-raid expertise and contributing to the development of the new motorcycle. The Dakar Rally provides an exceptional testing ground for pushing technological boundaries through close collaboration with our partners.”

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Pirelli has chosen a softer trio of compounds for the São Paulo Grand Prix at Interlagos, naming the C3 as Hard, the C4 as Medium and the C5 as Soft. That is one step softer than a year ago, when the weekend followed the Sprint format. The race closes the long back-to-back swing through the Americas at the José Carlos Pace circuit.

Fresh asphalt laid during the year between Turns 3 and 5, and again between Turns 8 and 9, could shift grip levels and change how the track evolves. Longer runs may be affected in particular. Across the three free practice sessions, teams will study the new surface and its influence on wear and degradation.

Last year, degradation was a decisive technical theme in São Paulo. Graining came in milder than feared, but the C2 Hard of that weekend tended to slide, and the C3 and C4 wore heavily while still supporting competitive stints. A two-stop race proved the strongest approach.

Interlagos produces broadly average lateral forces overall, mixing fast corners with long straights, so the layout is not especially punishing. Loads fall fairly evenly between front and rear axles. Overtaking chances are plentiful, giving strategists room to manoeuvre, yet degradation management has usually decided who performs best, making the trade-off between one-lap speed and long-run durability central to trackside work.

Rain and sharp temperature swings are familiar at this venue given its calendar slot, so Intermediate and Full Wet tyres may again feature. In 2025, Medium and Soft dominated a wide spread of strategies, with most teams choosing two stops after an early neutralisation triggered pit visits. Pit windows differed by driver, opening gaps that aided overtaking; only two drivers stopped once, and Hard tyres appeared in just a few brief stints.

Interlagos has staged 42 Grands Prix, 37 of them titled the Brazilian Grand Prix between 1973 and 2019 before the São Paulo name returned in 2021. Michael Schumacher leads with four wins, while Sebastian Vettel, Lewis Hamilton and Max Verstappen hold three each; Ferrari and McLaren share nine team victories. The special Podium Cap, designed by Denis Dekovic for Pirelli Design and inspired by Brazil's 1958 blue football shirt with a jaguar-pattern finish, is on sale via Pirelli's e-commerce platform.

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