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 has placed community engagement at the forefront of its operational philosophy, recently demonstrating this commitment through a collaborative literacy project in Calhoun, Georgia. The initiative, undertaken with Keep Calhoun-Gordon Beautiful, targeted local third-grade classrooms by combining educational support with environmental consciousness. Company volunteers actively participated by reading to students, fostering direct connections that underscored the importance of literacy while simultaneously promoting broader ecological values.

The sponsorship and hands-on efforts from Liberty Tire Recycling’s Calhoun site reflect a strategic approach to sustainability that extends beyond traditional waste management. General Manager Pam Boling observed the enthusiasm and fresh perspectives of the young participants, reinforcing the company’s belief in investing in youth as a pathway to long-term environmental progress. This educational focus is designed to empower future generations with the knowledge necessary to advance sustainable practices in their communities.

Beyond the literacy event, Liberty Tire Recycling maintains a robust partnership with Keep Calhoun-Gordon Beautiful that includes sponsorship of biannual recycling drives and tire amnesty programmes. These efforts are instrumental in diverting waste from landfills, enhancing recycling education and fortifying local sustainability infrastructure. The collaboration exemplifies how corporate entities can actively contribute to environmental stewardship through targeted, community-based actions.

Liberty Tire Recycling asserts that achieving meaningful sustainability goals requires active collaboration with local organisations and residents. By supporting grassroots environmental awareness, educational development and community trust, the company aims to inspire lasting change. Such initiatives illustrate a model where business and community interests align, working together to build a cleaner, more sustainable future through localised impact and shared responsibility.

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Apollo Tyres Ltd has reinforced its dedication to the historic vehicle segment by extending its partnership with the 1000 Miglia for the ninth year running, with its Vredestein premium brand serving as the event's Official Tyre Partner.

The 2026 edition of the renowned Italian endurance rally, celebrated as ‘La corsa più bella del mondo’ (the most beautiful race in the world), saw over 300 vintage automobiles traverse the legendary thousand-mile circuit between Brescia and Rome. The challenging route wound through picturesque towns and mountain passes, strictly adhering to eligibility rules that required participants to be models manufactured before 1957, mirroring the original competitions from 1927 to 1957.

Vredestein’s visual presence was prominently established across the rally's entire infrastructure, from the competitive stages to the paddock and hospitality zones, further cementing the brand's strong association with European classic motoring traditions. The competitive credentials of the brand were highlighted by former Formula 1 drivers Giancarlo Fisichella and Robert Doornbos, who piloted a Siata and an Austin Healey respectively, both fitted with Vredestein Sprint Classic tyres.

This year’s event served as an ideal platform for the entire Vredestein Classic range, which successfully merges retro aesthetics with modern compound technology to ensure superior grip and safety. The comprehensive portfolio now includes the Sprint Classic, Snow Classic, Grip Classic and Transport Classic, each engineered specifically to meet the unique demands of vintage and classic automobiles.

Udyan Ghai, Head of Marketing, Apollo Tyres Ltd, said, “The 1000 Miglia remains one of the world’s most iconic celebrations of automotive heritage, and we were proud to return as Official Tyre Partner. The event reflects the spirit of the Vredestein brand, combining timeless design, engineering excellence and driving passion. Our Classic range is designed for enthusiasts who want authentic looks alongside modern levels of performance and safety, making the 1000 Miglia the ideal environment to showcase these tyres in action.”

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Hankook Tire, the exclusive electric racing tire supplier and official partner of the ABB FIA Formula E World Championship (Formula E), has launched a digital fan engagement initiative called ‘Make it Yours, Make it Race.’ The AI-powered helmet design campaign runs from June 8 to June 21, local time, during the brand’s final season as the series’ tire provider in Season 12. This marks a significant push into virtual fan experiences as the championship heads toward its concluding partnership year with Hankook.

The campaign represents a collaboration with Formula E and the DS PENSKE Formula E Team, utilizing Google Cloud’s infrastructure and advanced AI models, including Gemini, Nano Banana, and Veo. By moving activations beyond physical race venues, the tire manufacturer aims to offer global motorsport enthusiasts novel methods to interact with the racing ecosystem. The digital platform allows participants to craft personalized racing helmet designs, which are then submitted via Instagram with the dedicated hashtag #HKAIhelmet.

A public voting phase will determine the winner, with the final design officially announced on July 3 across Hankook’s social media channels. The victorious artwork will be prominently featured at the 2026 Hankook London E-Prix, where paper versions will be given to spectators and a full-scale replica will be exhibited at the Hankook Fan Village booth. The grand prize for the winning designer includes two Formula E VIP tickets, a driver-signed cap, a premium merchandise package, and a podium cap, with additional prizes for the runners-up.

This initiative is part of Hankook’s broader strategy throughout its four-season tenure with Formula E, which has included interactive Fan Village experiences showcasing the ‘iON’ electric vehicle tire lineup and the ‘iON Race’ tire. The company also supports the FIA Girls on Track program through lectures and workshops, reinforcing its commitment to nurturing future talent. These efforts collectively enhance brand visibility while deepening customer connections globally.

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Webfleet, Bridgestone’s advanced fleet management solution, has closed a strategic agreement with Volkswagen Group Info Services AG. The collaboration leverages OEM.connect, the company’s original-equipment telematics programme, to erase the need for physical device installations across Volkswagen Group brands. Operators running Volkswagen Passenger Cars, Volkswagen Commercial Vehicles, Škoda, Seat, Cupra or Audi models can now channel real-time machine data straight into the Webfleet ecosystem.

Once a compatible vehicle’s identification number is registered, the system activates full-service functionality in under an hour. This digital-first approach accelerates fleet onboarding while unlocking analytics that drive cost reduction, operational refinement and eco-friendly driving habits. Crucially, the interface does not discriminate by brand mix, granting unified oversight of diverse fleets through a single dashboard or companion application, regardless of whether units come from one marque or several manufacturers.

Among the practical tools now available to European customers are fuel-level surveillance, electric-battery tracking for range assurance, granular performance dashboards and early-warning mechanical alerts to curb unplanned stoppages. Every feature is accessible across the continent, giving mixed and single-brand fleets equal command over their daily logistics without legacy hardware barriers.

Jan-Maarten de Vries, President – Fleet Management Solutions, Bridgestone, said, “We always aim to make connecting vehicles to Webfleet as quick and easy as possible. Adding six Volkswagen Group brands to OEM.connect serves that goal perfectly. Fleet operators get immediate access to valuable data that helps them optimise their operations. This collaboration represents an important step in expanding our OEM.connect ecosystem, enabling fleets to adopt connected services faster and with less complexity.”

Lasse Schmidt van Hülst, Lead Sales & Key Account Management, Volkswagen Group Info Services AG, said, “Combining our vehicle data with Webfleet’s advanced fleet solutions supports the continued development of connected fleet services across Europe. By making vehicle data available through trusted partners, we are helping fleet operators improve performance while ensuring secure and compliant data use.”

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