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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Liberty Tire Recycling attended the 2026 SEMA Show in Las Vegas, held from 3–6 November at the Las Vegas Convention Center. The automotive aftermarket event, one of the industry's largest, drew over 160,000 attendees from the automotive, tyre and transportation sectors to review new products, technologies and business opportunities.

The Lakin Tire brand, a consistent SEMA exhibitor, once again used the show to reinforce industry relationships and present Liberty's tyre collection, recycling and sustainable resource management capabilities. Personnel from Grade/Used Tires, Commercial Truck Tires, Metals, Recycling and Collection, together with corporate and regional leadership, met customers, suppliers and industry professionals from around the world.

The booth received existing and prospective customers from numerous tyre and automotive segments during the week. Costco Wholesale Corporate Office, United Tires and UTU Wholesale were among the organisations that stopped by to examine Liberty Tire's products, services and nationwide reach. The company viewed the event as an effective forum for monitoring emerging market trends and demonstrating its position in recycling and sustainability, alongside its focus on innovation, workforce development and circular economy principles.

A memorable moment came when a high school shop teacher and students, attending through a special educator programme, toured the booth to learn about tyre recycling and industry operations. Liberty team members provided industry insights, outlined career pathways and acknowledged educators' contribution to developing future skilled trades professionals, supplying tyre inflation gauges for classroom use.

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Laufenn, Hankook's associate brand, earned a ‘Good’ ratingwith an overall score of 2.2 for its G Fit 4S in the Auto Bild Allrad all-season SUV tyre test published on 8 October 2026 (issue 41). The tyre competed credibly against 11 rivals from established premium marques, finishing competitively in a 12-strong field.

Wet handling proved a particular strength, with the G Fit 4S collecting the second-highest rating shared with other models. Aquaplaning resistance also impressed, as the tyre held its line until stability began to fade at roughly 100 kmph (62 mph). In snow, it recorded the third-shortest braking distance, matching two other contenders.

Testing spanned snow, wet and dry disciplines, each weighted equally in the final ranking, with a third-generation MINI Countryman serving as the test vehicle. Snow assessments were carried out in New Zealand, while European venues hosted the wet and dry evaluations. The jury's conclusion underscored Laufenn's value-focused positioning, finding the G Fit 4S a solid option for cost-conscious buyers.

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Tyres Europe has underscored that tyres qualify as fully recyclable under ISO 22628:2002 and UN Regulation No. 133, describing the established methodology as a robust foundation for assessing tyre recyclability. The organisation recently set out its position on the matter.

The distinction between recyclability and actual recycling rates is central to the group's argument. Recyclability refers to the technical potential of a product and its materials to be recycled, while the real rate hinges on treatment capacity and demand for secondary raw materials. Regulatory frameworks should therefore separate the two concepts clearly and align with an internationally recognised standard.

Tyres consist of rubber compounds, chemical additives and reinforcing textile and steel cords, and at end of life they are separated into rubber, textile and steel fractions, all of which existing mechanical or chemical routes can recycle. Mechanical processing yields rubber granules and powders usable as secondary raw materials across many applications, recovered textiles can be further processed and valorised, and cleaned recovered steel can re-enter metal recycling and steelmaking.

Tyres Europe pledged continued cooperation with policymakers and value-chain partners to strengthen circularity and maximise recovery of valuable tyre materials in Europe, with the full paper available on its website.

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Prinx Chengshan showcased comprehensive tyre solutions for diverse North American driving needs at the 2026 Specialty Equipment Market Association (SEMA) Show in Las Vegas. The company presented products designed to address the continent's varied geography and climate, where drivers seek year-round performance from a single tyre set.

The PRINX HiSEASON 4S HS1 and Fortune CLIMAFLEX 4S FSR402 deliver consistent grip and handling in snow and wet conditions, with low noise and long tread life balancing comfort and cost efficiency. For off-road capability, the PRINX HiCOUNTRY A/T2 and Fortune TORMENTA A/T 2 provide puncture resistance and traction on unpaved roads, resisting cuts from sharp gravel – suited to 4×4 and SUV owners who combine commuting with off-road excursions.

At the show, Prinx Chengshan's sales team engaged in extensive discussions with North American distributors, channel partners and end users about real-world applications of all-season and off-road tyres. The team gathered substantial firsthand market feedback and reached preliminary understandings on future cooperation, laying a foundation for continued North American expansion.

As Chengshan Group marks its factory's 50th anniversary, Prinx Chengshan continues strengthening international brand presence. In 2026, PRINX entered the European commercial vehicle market, partnered with the Garrett Trucksport team at the FIA European Truck Racing Championship and became an official USL partner. The Fortune brand maintains a strong North American presence through USA Pickleball sponsorships. The SEMA appearance highlights product strengths and globalisation progress as the company pursues coordinated development across overseas capacity, distribution, branding, and supply chain.

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