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.

Comments (0)

ADD COMMENT

Link Copied!

Prinx Chengshan took part in the SHACMAN Group Worldwide Partnership Conference in Xi'an on 15–16 October, where dealers, key accounts and industry partners from across the globe gathered. The company attended as a core strategic partner of SHACMAN and acted as exclusive tyre sponsor of the vehicle stunt show, joining domestic and international customers to examine fresh opportunities in the global commercial vehicle sector and help shape a new model of collaborative industry growth.

Cooperation between the two firms has deepened since 2024, centring on original equipment fitment for flagship high-end models including the Delong X5000 and X6000, with products offered domestically and overseas. Dependable product quality and supply chain assurance have enabled Prinx Chengshan to grow into a core tyre supplier to SHACMAN, consistently furnishing tyre solutions for its flagship ranges.

A dedicated stunt driving segment formed part of the conference, with Prinx Chengshan as sole tyre exhibitor backing the performance vehicles. Cars fitted with Chengshan XSTANCE PRO S10 and CDR621 tyres carried out sustained drifts, high-speed turns and other demanding manoeuvres, remaining stable even under extreme conditions such as tyre burnouts and showing strong wear resistance.

Li Wenli, a three-time national truck racing annual finals champion known as China's top heavy truck driver, rated the tyres highly for grip, durability and handling stability. Live demonstration in place of specification presentations made technical strengths tangible, letting partners observe stability under extreme friction and high-torque loads.

The conference allowed the company to strengthen mutual trust and communication with SHACMAN and to showcase its commercial vehicle tyre capabilities; at its 50th anniversary milestone, Prinx Chengshan reiterated its commitment to keep improving its global service network, advance alongside SHACMAN on a new globalisation journey and help build an industrial ecosystem defined by mutual benefit and collaborative development.

Comments (0)

ADD COMMENT

Link Copied!

Michelin has opened a 1,000 sq ft tyre and service store in Jammu in partnership with Maha Shakti Auto, expanding its retail presence in the northern Indian city.

The Michelin Tyres & Services (MTS) outlet is located in Main Bazar, Gumat, in Jammu’s commercial district. It will serve customers in the city and surrounding region, offering tyres for passenger cars, two-wheelers and commercial vehicles.

The store stocks Michelin’s Primacy, Pilot Sport, Latitude Sport and LTX Trail tyre ranges. Its facilities include wheel alignment and balancing systems, automotive accessories, and mechanical repair and maintenance services.

The outlet was inaugurated by Benjamin Coesnon, Marketing Director for India at Michelin, alongside the Maha Shakti Auto team.

Shantanu Deshpande, Managing Director of Michelin India, said “Jammu is an important market in Michelin's growth in North India. Its role as a regional trade and transit hub is creating steady demand for safe, reliable and high-performance mobility solutions. Our new Michelin Tyres & Services store brings Michelin's globally benchmarked products and services closer to customers in the region. Building on our recently launched Made-in-India Primacy 5, we will keep delivering mobility solutions tailored to the evolving needs of Indian consumers."

The company said the store was designed to address driving conditions in the region, where steep gradients, sharp curves and changing weather make tyre grip, braking stability and durability important considerations.

Maha Shakti Auto has 30 years of experience in Jammu’s automotive aftermarket, according to Michelin. The partnership combines the local business’s technical expertise and market knowledge with Michelin’s tyre technology and product range.

Comments (0)

ADD COMMENT

Link Copied!

The Yokohama Rubber Co., Ltd. has announced that the No. 77 BMW M4 GT3 EVO, fielded by Schubert Motorsport and fitted with the company's ADVAN global flagship tyres, secured the NLS Speed Trophy series championship. The award goes to the team accumulating the most points across all classes throughout Germany's Nürburgring Langstrecken-Serie (NLS). As the series champion in the NLS premier SP9 Pro class, the No. 77 also claimed a KW Team Trophy, presented to the car and team with the highest points total in each class.

This season marked Yokohama Rubber's role as an official partner of BMW M Motorsport in the NLS, with the No. 77 BMW M4 GT3 EVO carrying ADVAN colouring. Across the 10-round campaign, the ADVAN-shod No. 77 produced consistently strong results, earning two overall victories and two second-place finishes. The ADVAN A005 for dry conditions and ADVAN A006 for wet conditions supplied the grip and durability needed to contend in fiercely competitive races across varying weather. ADVAN-equipped cars had previously taken the NLS Speed Trophy in 2020 and 2023.

Beyond the NLS, Yokohama Rubber partnered with BMW M Motorsport at May's ADAC RAVENOL 24h Nürburgring. The No. 77 ADVAN-coloured entry placed 8th overall and 7th in the SP9 class, while BMW M Motorsport's No. 81 BMW M3 Touring 24H, also on ADVAN tyres, took 4th overall and 1st in the SP-X class.

Under its three-year (2024–2026) medium-term management plan, Yokohama Transformation 2026 (YX2026), the company's consumer tyre strategy seeks to maximise sales ratios of high-value-added tyres by expanding the ADVAN and GEOLANDAR brands, winter tyres and 18-inch and larger products. Yokohama Rubber views motorsport participation as vital to strengthening ADVAN and GEOLANDAR, and continues to compete in a wide range of events worldwide, from top-category to grassroots racing.

Comments (0)

ADD COMMENT

Link Copied!

Prinx Chengshan presented its Chengshan brand at the 140th China Import and Export Fair, which opened in Guangzhou on 15 October. The Canton Fair, known as China's leading trade event, has a history of nearly seven decades and functions as an indicator of the country's foreign trade while offering Chinese brands a platform to demonstrate innovation and meet international buyers.

At the fair, the company highlighted products including the ET16 wide-body dump truck tyre, whose wide and deep transverse tread grooves provide strong traction for smooth starts on soft, uneven mining terrain and help lower risks such as wheel slip and vehicles becoming stuck. The ELD12 loader tyre was also featured for its wear resistance and load-bearing capacity across demanding conditions, with resistance to excessive deformation under heavy loads supporting stable and safe equipment operation.

The participation coincides with Chengshan Group's 50th anniversary and Prinx Chengshan's accelerating global expansion. Founded in Rongcheng, Shandong Province, in 1976, the company now operates three production bases, two R&D centres, three sales centres and four technical centres worldwide. On 9 October, its Malaysia plant produced its first tyre less than 11 months after construction began, marking progress in overseas production and supply chain resilience.

Prinx Chengshan has also increased investment in the off-the-road tyre segment, operating a green and smart OTR tyre factory in Shandong and achieving mass production of giant tyres in sizes including 27.00R49, 30.00R51 and 33.00R51, while rolling out its first 57-inch giant tyre, size 46/90R57. Its OTR products serve mining, construction, ports, airports, agriculture and industrial operations, offering system solutions for global agricultural mechanisation, engineering projects and resource development.

Comments (0)

ADD COMMENT

Link Copied!