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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A landmark supply agreement was formalised at the PIF Private Sector Forum 2026 in Riyadh to advance local manufacturing in the Kingdom of Saudi Arabia. Saudi Basic Industries Corporation (SABIC) will provide polybutadiene rubber and carbon black to a joint venture established by the Public Investment Fund (PIF) and Pirelli. This partnership will supply the raw materials necessary to produce three and a half million tyres annually at a facility within the King Salman Automotive Cluster at King Abdullah Economic City.

This initiative marks a significant step for the NUSANED localisation programme by enhancing domestic content and establishing a comprehensive tyre production value chain within Saudi Arabia. The agreement is unprecedented as it enables the complete manufacturing of car tyres locally. It will result in the creation of a bespoke Saudi tyre brand specifically designed for passenger vehicles and regional car manufacturers, operating alongside the production of Pirelli-branded tyres.

The PIF Private Sector Forum serves as a vital platform connecting PIF-related companies, government entities and private firms to cultivate new partnerships. The event plays a crucial role in enabling the private sector to drive transformative projects. It facilitates the exploration of high-potential opportunities that support business expansion and contribute to shaping the nation's economic future, in direct alignment with the objectives of Saudi Vision 2030.

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Maxion Wheels South Africa played host to the Guinness World Record (GWR) Challenge4 team on 25 February 2026, marking a significant moment for the company’s local operations. The team is currently undertaking an ambitious attempt to secure their ninth world record by driving a fully electric Volkswagen ID. Buzz across six continents and through more than 75 countries. The vehicle is fitted with Maxion wheels, showcasing the company’s engineering capabilities in one of the most demanding electric vehicle journeys ever conceived.

The visit to the company’s light vehicle aluminium wheels plant near Johannesburg gave employees a firsthand opportunity to engage with the team and observe how Maxion’s advanced wheel technology performs under extreme global conditions. More than a technical showcase, the event highlighted the company’s central role in accelerating the global transition to electric mobility and its increasing contribution to South Africa’s own sustainable transportation evolution.

With worldwide EV adoption accelerating, Maxion Wheels continues to support its customers by delivering innovative steel and aluminium wheel solutions that prioritise functionality, safety and efficiency. This forward-looking approach is evident at the Johannesburg facility, where recent investments in solar energy underscore a firm commitment to environmentally responsible manufacturing. The integration of renewable power reinforces the company’s dedication to maintaining a sustainable and resilient industrial presence in the region.

The Challenge4 expedition, which began in July 2025, is scheduled to cover more than 80,000 kilometres across Europe, Asia, Australia, Africa and the Americas. The team expects to complete the historic journey in the second half of 2026.

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Hankook Tire is preparing to drive excitement in the final stretch of TGL Presented by SoFi Season 2 as the tech-driven golf league approaches its regular-season climax. The concluding three matches are scheduled to take place from 1 to 3 March 2026 at the SoFi Center in Florida, marking a significant moment for both the league and its founding partner.

As the first Official Tire Partner and a Founding Partner of TGL, Hankook Tire has maintained a strong presence throughout the season, leveraging its global ‘Hankook’ brand across multiple platforms. From stadium LED displays to television commercials and live broadcast graphics, the brand has engaged golf fans around the world. This visibility aligns with Chairman Hyunbum Cho’s vision of ‘Innovative Technology’, through which the company seeks to merge mobility and sports while reinforcing its premium identity in approximately 150 broadcast markets.

The path to the championship is far from decided. The action begins on 1 March 2026 with a highly anticipated clash between Jupiter Links GC, co-founded by Tiger Woods, and the league-leading Boston Common Golf, backed by Rory McIlroy. This matchup is more than a meeting of celebrity owners; for the sixth-place Jupiter Links, a victory is essential to break into the top four and keep their playoff hopes alive.

The following day, Los Angeles and New York golf clubs face off in a contest with significant playoff implications. Both teams are locked in tight races with their counterparts, where tiebreakers like total holes won could ultimately decide their fate. Each squad understands that a commanding win is their best path forward. The regular season then concludes on 3 March 2026 with a rematch, as The Bay Golf Club and Jupiter Links GC battle to secure their positions, ensuring every shot until the final hole carries immense weight.

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Apollo Tyres Ltd recently marked the seventh edition of EK NAAM, its flagship programme dedicated to recognising and uplifting women entrepreneurs from underserved communities. The initiative, launched in 2019, has evolved into a significant platform that celebrates grassroots women leaders who drive community transformation and inclusive development through their resilience and vision. By spotlighting their achievements, Apollo Tyres reinforces its commitment to fostering gender equity and enabling sustainable livelihoods.

At this year’s ceremony, eight remarkable women were honoured as EK NAAM Change Agents for their outstanding leadership and entrepreneurial spirit. The awardees included Sahida Beevi, Seemamol S, Meera Appa, Pinki Ji, Manjulaben Patel, Kavita Ji, Gohil Dakshaben and Bahamuni Kisku. Their recognition followed targeted support and collaboration between Apollo Tyres and its NGO partners, underscoring the impact of structured interventions in empowering women at the grassroots level.

The event featured notable voices who enriched the discourse on equity and inclusion. Gregor Trumel, Counsellor for Cooperation and Cultural Affairs and Director of The French Institute in India, spoke on the importance of diversity in strengthening societies and international partnerships. R Mahalakshmi, Chief Human Resources Officer at Apollo Tyres, reiterated the organisation’s dedication to inclusive growth, emphasising that supporting women entrepreneurs is essential for lasting community progress. A special interaction with Anjum Chopra, former captain of the Indian women’s cricket team, offered the audience valuable perspectives on leadership and determination.

The occasion also saw Apollo Tyres Foundation reaffirm its strategic alliance with Saral Jeevan India Foundation and Frontier Markets, aimed at expanding economic opportunities for rural women through digital platforms. Ajaita Shah, Founder and CEO of Frontier Markets, highlighted the vital role of women-led enterprises in fostering grassroots economic development. Additionally, a panel discussion titled ‘Justice in Action: Advancing Equity for Inclusive Futures’ called for moving beyond conversation to concrete systemic change, ensuring fairness and access for marginalised groups by embedding equity into policy and practice.

Through EK NAAM, Apollo Tyres continues to advance its sustainability goals in alignment with the United Nations Sustainable Development Goals, positioning women as key drivers of change and community resilience.

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