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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Doublestar Tire emerged as a standout exhibitor at the 21st China (Shanghai) International Tire & Wheel Expo (CITEXPO), which commenced on 2 September at the Shanghai World Expo Exhibition & Convention Center. The event, recognised as a premier professional gathering in the Asia-Pacific region, attracted over 400 international exhibitors displaying the latest industry innovations. Among them, Doublestar distinguished itself with a portfolio focused on high differentiation and added value, capturing significant attention from attendees.

In response to varied overseas requirements, the tyre manufacturer presented a comprehensive product range addressing commercial and passenger vehicle applications. For the commercial sector, the flagship TBR tyre D902 was engineered with an abrasion-resistant compound and an advanced tread design. This configuration ensures stability and longevity under high-temperature, long-haul conditions, offering fleet operators a balance of dependable performance and economic efficiency.

The passenger vehicle lineup featured the EV95 SAFORT tyre, a specialised product for new energy vehicles incorporating the company’s proprietary ‘Safort’ support technology. This innovation addresses critical new energy vehicle demands, including reduced rolling resistance and minimal noise levels. The exhibition also included additional differentiated products, underscoring Doublestar’s commitment to understanding and fulfilling evolving consumer preferences through targeted engineering.

Throughout the expo, the company’s booth drew sustained interest from domestic and international buyers, with the overseas sales team outlining technical benefits and application-specific advantages. These interactions led to substantive discussions and positive indications for prospective partnerships. Looking ahead, Doublestar intends to persist in developing safer, more energy-efficient tire solutions, reinforcing the competitive standing of Chinese tire manufacturers in the global marketplace.

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BendPak has announced that all current models within its Ranger line of wheel balancers and tyre changers now feature ETL certification as a standard offering. This independent validation, conducted by Intertek Testing Services, confirms that the equipment complies with applicable UL and CSA safety standards for both the United States and Canadian markets. The certification rigorously covers electrical, pneumatic and mechanical safety requirements, ensuring robust operator protection and adherence to workplace compliance regulations.

The achievement of this certification was the result of an extensive 18-month internal project focused on comprehensively redesigning critical components. The initiative mandated sweeping upgrades across the equipment's electrical architecture, structural framework and both mechanical and pneumatic systems to meet the stringent criteria. Every aspect of the machines was scrutinised to ensure they could withstand the demands of the certification process.

Throughout the development cycle, a primary emphasis was placed on mitigating operator risks inherent in daily tire service tasks. Engineers systematically assessed potential hazards, including pinch-point dangers, moving parts, electrical and fire risks and high-pressure systems. When existing configurations fell short of the required benchmarks, teams implemented complete redesigns, replaced substandard parts and integrated new protective safeguards to address these vulnerabilities.

Following these extensive modifications, each piece of equipment underwent a battery of rigorous tests to verify its safety and performance prior to final approval. The certified lineup includes models such as the DST30PX, LS45DS, RB30T, DST2420X, R745, R980XR, R76ATR, R980DP, R80EX and R26FLT. These certified units are now clearly identifiable by the ETL mark displayed on their product labels.

Jeff Kritzer, President and CEO, BendPak, said, “The end result is not just a certification mark. Certification represents a fundamentally higher level of product engineering, component quality, mechanical and electrical safety, durability and overall North American compliance, giving customers confidence that their Ranger equipment is built to the highest standards.”

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Hankook Tire will take on the sponsorship role for the ‘Best Use of Technology’ prize at the upcoming Motor Transport Awards in September, reinforcing its active role in celebrating industry progress. The award specifically targets organisations that harness digital tools, hardware upgrades or system overhauls to produce real-world gains in freight movement and logistical coordination.

Following the release of the 2026 finalist roster, the technology category has narrowed its focus to three contenders: Explore, GXO and HF Owen Transport & Storage. Each enterprise has put forward evidence of how their chosen technical strategies have resolved persistent operational hurdles while also boosting service quality for their client bases.

The September gala holds added weight this year, as the Motor Transport Awards reach their 40th anniversary of honouring top performers in British road haulage. Scheduled for the Grosvenor House Hotel along Park Lane, the gathering will draw upwards of 1,250 senior figures from across the sector, offering a prime setting for peer recognition and forward-looking dialogue.

Presenting the trophy will be Paul Emery, Sales Director at Hankook Tyre UK, whose presence underscores the brand’s parallel pursuit of advanced mobility solutions. Beyond the competitive element, the evening serves as a networking hub and a moment to assess broader industry shifts, all while Hankook deepens its ties to one of the transport world’s most enduring award platforms.

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Sun Auto Tire & Service has reached a major milestone with its new Plaza Tire Service outlet in Bowling Green, Kentucky, officially marking the company's 600th store. Since 2017, the organisation has surged from roughly three dozen locations to a dominant force within the independent tyre and automotive service sector.

The Bowling Green facility offers premium tyre products alongside skilled mounting, alignment, balancing, puncture repair and full mechanical work. Patrons benefit from digital booking and electronic vehicle health reports, all under the firm's philosophy emphasizing transparency and attentive treatment. This launch coincides with the group securing Better Business Bureau (BBB) recognition across its entire portfolio.

Beyond retail, the company is supporting local academic and athletic pursuits. Partnering with the Southcentral Kentucky Community and Technical College Foundation, it has funded two student scholarships. A Drive With Purpose initiative partners with the high school cheerleading squad, with a share of oil change revenue directed to the programme over the coming month.

BBB accreditation denotes adherence to honest dealings and clear communication, offering consumers a reliable benchmark. As Sun Auto celebrates this landmark, its customer pledge and accredited standards demonstrate a sustained commitment to responsible service across its nationwide footprint.

Tony Puckett, Chief Executive Officer, Sun Auto Tire & Service, said, "This milestone represents far more than a store count. Reaching 600 locations is a testament to the thousands of teammates who deliver exceptional service every day and the customers and communities who trust us with their vehicles. As we continue to grow, our focus remains unchanged: providing clear communication, trusted guidance and expert care through the local brands our customers know and rely on."

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