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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The Goodyear Tire & Rubber Company expanded its all-season portfolio with the Vector All Season 4, launched in late April 2026 and aimed at a broader span of European vehicles, from premium models to electric vehicles. Aimed at motorists who prefer a single set of tyres for the whole year, the product builds on almost five decades of Goodyear all-season development and debuts WeatherReady Technology, an engineering platform created to keep performance steady as conditions shift.

Independent testing has already brought the tyre attention. Tyre Reviews named it ‘Test Winner’ in its most recent all-season comparison, and Auto Bild Allrad likewise placed it first as ‘Test Winner’, drawing attention to exemplary snow traction plus second-place finishes in snow handling, dry handling and rolling resistance.

For regions where climate, roads and regulations favour all-weather rubber, the Vector All Season 4 serves as a premium choice for drivers wanting readiness for dry, wet and milder winter conditions year-round while easing the hassle of seasonal swaps such as workshop appointments, scheduling and off-season storage. Balanced dry, wet and winter capability now reaches rim diameters up to 23 inches, opening premium year-round convenience to segments that previously lacked an all-season option.

The new tyre sits alongside Goodyear’s existing all-weather range, including the Vector 4Seasons Gen-3, which in 2024 became the first all-season tyre to earn ADAC’s overall ‘Good’ rating. The Gen-3 remains especially suited to smaller cars, with most SKUs at 16 inches and below, pairing strong wet and snow performance with efficiency. Goodyear’s all-weather work dates to 1977 and the Tiempo, which the company calls the world’s first all-weather tyre. With the technology’s 50th anniversary nearing in 2027, Goodyear continues refining all-season tyres for evolving European driving conditions.

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Hankook Tire’s new Winter i*cept evo 4 delivered a strong debut in Auto Bild’s major 2026 winter tyre test, finishing joint third among 50 models in size 245/45 R19. The premium tyre earned an overall score of 1.4 and an ‘exemplary’ rating reserved for only the four highest-placed tyres. Testing was carried out on a BMW 5 Series, with two tyres sharing first place and two sharing third after consistently strong results across all 16 disciplines.

The publication’s test panel characterised the Hankook model as a newcomer combining a strong cost profile with precise dry-road handling. Before the full test, all 50 tyres underwent wet and snow braking comparisons, and only the 20 with the shortest combined stopping distances progressed. Hankook had already secured fourth place in qualifying with a combined braking distance of 65.5 metres.

Its individual results comprised 36.3 metres when braking from 80 kmph in wet conditions and 29.2 metres from 50 kmph on snow. The outcome marks a successful test debut for the Winter i*cept evo 4, placing it among the leading performers in the 2026 evaluation.

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Apollo Tyres’ five manufacturing plants in India have received Five-Star Ratings and Sword of Honour awards for 2026 from the British Safety Council, recognising their occupational health and safety management.

The awards follow the council’s Five-Star Occupational Health and Safety Audit, which assesses an organisation’s safety policies, processes and practices through documentation reviews, stakeholder interviews and sampling of operational activities.

The Sword of Honour recognises organisations that achieve the maximum five stars in the council’s independent audit and demonstrate a strong culture of health and safety across their operations. The 2026 awards mark the 47th consecutive year in which the council has presented the honour.

Rajeev Kumar Sinha, Chief Manufacturing And Sustainability Officer at Apollo Tyres, said: “Safety is a core value at Apollo Tyres and integral to everything we do. The recognition of all five of our manufacturing plants in India by the British Safety Council reflects our collective commitment to high standards of health and safety. While this achievement is a matter of pride, we remain focused on continuous improvement and fostering a culture where everyone takes ownership of safety and returns home safe every day.”

Peter McGettrick, Chairman of the British Safety Council, said: “On behalf of the board of trustees and staff of the British Safety Council I would like to congratulate Apollo Tyres on achieving the highest standards of its health and safety management. Achieving recognition of this sort takes absolute dedication and the utmost professionalism. We are proud to support you in your achievements and delighted we can contribute to your ongoing success.”

Mike Robinson, Chief Executive of the British Safety Council, added: “I would like to congratulate Apollo Tyres and its staff on this award, in tribute to their commitment to keeping their workplace safe and healthy and contributing to safeguarding the environment. All of the Sword award-winning organisations share a commitment and willingness to achieve the uppermost standards of health and safety. We thank Apollo Tyres for contributing to achieving our vision that no one should be injured or made ill through their work.”

The assessment period for the 2026 awards ran from  1 August 2025 to 31 July  2026. Award recipients also had to demonstrate to an independent adjudication panel a track record of good health and safety practices throughout their organisations, from the shopfloor to the boardroom.

Apollo Tyres manufactures tyres in India and Hungary and sells products under the Apollo and Vredestein brands in more than 100 countries.

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Michelin will present its newest trailer tyre, the 385/65 R22.5 X Multi T2, at stand D60 during RTX Scotland, scheduled for 18–19 November at Glasgow’s SEC. The Glasgow event marks the UK show debut for the tyre, which Michelin says offers 15 percent more mileage and six percent lower rolling resistance than the model it replaces.

Alongside the tyre, Michelin will highlight its Remix 2 process, an extension of its multi-life policy that permits a second retread and further regrooving. The company claims this can extend a tyre’s service life by as much as 375 percent. Remix 2 is presently undergoing trials with selected Michelin customers and builds on established retreading at the firm’s Stoke remanufacturing site.

Designed for regional and mixed transport, the X Multi T2 handles heavy loads and lateral forces during manoeuvring while remaining robust across varied conditions. It carries EU label ratings of B for rolling resistance, C for wet grip and A for external rolling noise, plus 3PMSF and M+S markings for winter suitability.

The combination of a second premium retread with up to three regroovings during service is central to Michelin’s multi-life proposition. Fleets gain greater value and mileage from each fitment, with the maximum safe distance potentially reaching 375 percent of a single-life Michelin tyre’s baseline.

Andrew French, B2B Sales Director at Michelin UK & Ireland, said, “We’re excited to be giving the X Multi T2 its UK debut at RTX Scotland. Enhancing our popular X Multi range, it’s another asset that can help hauliers go further for less as part of a well-managed tyre policy. The opportunity to showcase our Remix 2 offer, which can significantly boost the longevity of each tyre and reduce the total cost of ownership, underlines our commitment to maximising value.”

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