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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Thomas Womble, CEO of Liberty Tire Recycling, a prominent player in North America's tyre recycling sector, has been named Dealmaker of the Year by Pittsburgh Smart Business Dealmakers, an honour that places him among a distinguished group recognised for their decades-long influence on local industry and innovation. This accolade, presented by the Pittsburgh Dealmakers Hall of Fame, celebrates leaders whose work has produced a groundbreaking impact not only within their own organisations but across the broader regional business landscape.

Womble’s leadership was formally celebrated at the Smart Business Dealmakers Conference on 19 February, where the 2026 class of winners collectively illustrated the strength and vitality of Pittsburgh’s business community. Under his direction, Liberty Tire Recycling has evolved into a nationwide environmental services leader, operating a vast network of processing plants and employing more than 3,500 people while helping customers advance their sustainability objectives through large-scale tyre recycling.

A defining moment under Womble’s tenure came with the company’s USD 1.5 billion acquisition by I Squared Capital, a transaction that underscored Liberty’s critical position in circular economy infrastructure. This milestone, coupled with ongoing strategic acquisitions and operational growth, positions the company for sustained expansion as it continues to deliver environmentally responsible solutions for tyre manufacturers and distributors.

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Maxion Wheels, a division of Iochpe-Maxion and a global leader in wheel manufacturing, is playing a key role in bringing Daimler Truck’s vision for more sustainable commercial vehicle manufacturing to life through a collaborative effort on a concept refuse collection truck. This innovative vehicle will be showcased at IFAT Munich, the premier global gathering for the recycling and environmental sector taking place from 4 to 7 May 2026 at Trade Fair Center Messe München. Designed to highlight a commitment to circular materials, resource efficiency and forward-thinking industrial processes, the concept truck serves as a tangible demonstration of how the commercial vehicle sector can embrace environmentally responsible practices.

As the wheel supplier for this project, Maxion Wheels is translating its deep expertise in sustainability into direct action. The company is supplying steel truck wheels engineered through a combination of lightweight construction, optimised design strategies and advanced material science. By incorporating both primary and recycled materials into the manufacturing process, these wheels are specifically developed to help reduce emissions and lower the overall carbon footprint of the vehicle, reinforcing the project’s broader goals of environmental stewardship and industrial innovation.

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Hankook Tire marked the conclusion of TGL presented by SoFi Season 2 as the league’s inaugural Official Tire Partner and a Founding Partner. The championship event was held on 23–24 March 2026 at Florida’s SoFi Center. Throughout the season, Hankook Tire leveraged the platform to elevate its premium brand presence across roughly 150 countries. This initiative directly reflects Chairman Hyunbum Cho’s vision of uniting mobility and sports through technological innovation, allowing Hankook to deliver a fresh and engaging brand experience to fans worldwide.

The championship itself was a best-of-three clash between two first-time finalists, Jupiter Links GC and Los Angeles Golf Club. In the opening match on 23 March, Los Angeles secured a dramatic one-point comeback win, highlighted by Sahith Theegala’s strategic use of ‘THE HAMMER’ on the 15th hole to claim two crucial points after his team had fallen behind. The following day, Los Angeles continued their momentum. Although Jupiter Links initially surged ahead behind Tiger Woods, the opposition quickly levelled the score and then reeled off four straight points. A pivotal 10th hole saw both teams activate ‘THE HAMMER’ for a maximum three-point swing, with Justin Rose defeating Max Homa to help seal a 9–2 victory and lift the SoFi Cup.

With Los Angeles Golf Club crowned champions, TGL’s Season 2 drew to a dramatic close. Looking ahead to Season 3, the league will expand to seven teams with the addition of Motor City Golf Club based in Detroit, furthering its ambition to build a premier global stage for team golf competition.

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Tyrecycle recently joined Fenner Conveyors in celebrating the opening of the K‑MIX Materials Innovation Hub in Kwinana, Western Australia, marking a significant advancement for sustainable materials innovation nationally.

For Tyrecycle, the event’s focal point was the unveiling of Fenner’s InfinitySeries, the first conveyor belt manufactured using locally sourced recycled material stemming from the pair’s strategic partnership. During the launch, Tyrecycle welcomed mining community members to its East Rockingham facility for guided tours of its recycling operations, demonstrating the processing of old conveyor belts, off‑the‑road (OTR) tyres and passenger tyres into high‑value reusable materials for local supply chains.

This collaboration represents a pioneering closed‑loop ecosystem, transforming end‑of‑life conveyor belts into new, high‑performance products that support mining operations in achieving decarbonisation and circularity objectives. Tyrecycle expressed pride in standing alongside Fenner Conveyors to continue developing sustainable pathways for the mining sector and beyond.

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