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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Hankook Tire’s iON Race compound faces its most demanding test of the ABB FIA Formula E World Championship season this weekend as the championship’s sole tyre supplier arrives for the 2026 Monaco E-Prix. The double-header Rounds 9 and 10 of Season 12 take place on 16 and 17 May around the 3.337-kilometre Circuit de Monaco, where the specialised tyre must handle everything from tight hairpins to high-speed tunnel blasts.

The Principality’s layout features 19 turns and dramatic elevation shifts, creating a constantly changing environment for the rubber. Drivers emerge from the shaded Sainte-Dévote ascent into direct sunlight along Beau Rivage, then brake heavily for the Grand Hotel Hairpin before accelerating through the tunnel towards the harbour. Each lap subjects the iON Race to alternating low-speed loads and high-frequency thermal spikes, demanding consistent response across its entire operating range without a single moment of mechanical sympathy.

With two full race days on consecutive dates, teams cannot rely on track evolution alone to manage tyre behaviour. Shifting grip levels between Saturday qualifying and Sunday’s race, compounded by changing light conditions around the circuit, force every squad to prioritise repeatability. Hankook has engineered the iON Race to deliver stable warm-up and predictable thermal control, allowing drivers to execute energy management strategies even when braking zones and cornering loads vary lap by lap.

Hankook continues to bridge racing innovation to road cars. Recent fan activations at Miami and Berlin displayed iON tyres fitted to Nissan and DS Automobiles’ latest EVs, demonstrating how motorsport-derived grip and consistency translate into everyday electric mobility. The Monaco double-header now serves as the next proving ground for that technology transfer.

Manfred Sandbichler, Senior Director, Hankook Motorsport, said, “Monaco presents a unique challenge where precision and consistency are critical from the first lap. With limited room for error, tyre performance needs to be predictable across a wide range of conditions. The iON Race is designed to support that consistency, allowing teams to manage performance effectively across both qualifying and race conditions.”

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Anyline, a global leader in mobile AI and intelligent data capture technology, has stepped in to help transform how aircraft tyre inventories are managed in New Zealand, supporting logistics firm B&H Worldwide with its mobile AI and data capture tools. The technology has been woven into B&H’s existing FirstTRAC platform, targeting the unique demands of aerospace supply chains where precision and tracking are essential.

Processing times for tyre-related stock tasks have fallen by 60 percent since the system went live. Error rates have dropped sharply, landing between 80 and 90 percent, while data accuracy now sits above 99 percent. The number of tyres handled per hour has also climbed by roughly 30 percent, with warehouse teams using mobile devices to log key tyre details directly on the floor.

New Zealand was chosen as the launch pad for the global pilot, setting a template for future rollouts across B&H’s broader network. The Anyline mobile and web software development kits feed a continuous stream of live data into FirstTRAC, covering stock checks, dispatch requests and bulk uploads. That real-time visibility strengthens compliance and creates a clear digital trail for high-value assets.

For Anyline, the project shows how AI can remove friction from manual logistics work, especially in aerospace where every part must be traceable. The next site already lined up is Melbourne, marking a clear step forward in B&H’s wider push towards digitised, resilient operations.

Christoph Braunsberger, CEO, Anyline, said, “We’re proud to support B&H Worldwide in transforming a highly specialised aerospace logistics workflow with AI. This implementation demonstrates how intelligent tyre data capture can improve speed, accuracy and traceability in safety-critical operations.”

Lee Hedges, Branch Manager, B&H Worldwide New Zealand, said, “This implementation represents a significant step forward in how we manage high-value, safety-critical inventory. By introducing real-time tyre scanning, we’ve improved accuracy, speed and traceability across our operations. For our customers, it means greater visibility, faster reporting and increased confidence in the integrity of their stock.”

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Continental has emerged as the dominant force in the 2026 independent European summer tyre tests, securing 13 outright wins and 19 podium finishes across 24 evaluations conducted by leading automotive publications and mobility organisations. The results span a diverse range of tyre segments and test conditions, reinforcing the German manufacturer’s reputation for consistent top-tier performance.

The company’s tyres excelled particularly in braking, wet grip and overall balance, showing reliability across vehicle classes from sustainable products to ultra-high-performance applications. Independent testers repeatedly highlighted Continental’s strong braking performance, high levels of wet adhesion and well-rounded driving behaviour, confirming its premium ambitions.

Among the standout achievements, the PremiumContact 7 was named overall winner in the Auto Zeitung UHP summer tyre test, praised for its balanced wet and dry handling. The SportContact 7 claimed first place in the Auto Bild sportscars UHP test, recognised for precise handling and shortest braking distances. Meanwhile, the UltraContact NXT achieved a leading position in the AvD summer tyre test, proving that sustainability-focused designs can deliver strong core safety performance.

Continuous development in tread design, compound technologies and tyre construction underpins these results, allowing a blend of safety, efficiency and driving dynamics. The 2026 test season ultimately demonstrates Continental’s ability to deliver reliable top-level results across a broad portfolio and a wide range of independent evaluations.

Andreas Schlenke, Tire Expert at Continental, said, “These results confirm the consistency of our product performance across different segments and test conditions. They show that our focus on braking, wet grip and overall balance translates directly into strong results in independent testing.”

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Hankook Tire is supplying its Ventus F200 racing tyre to the HWA EVO.R sedan, competing in the 2026 Nürburgring 24 Hours, taking place from 14 to 17 May in Germany. Serving as the Official Technology Partner of HWA AG, Hankook is providing technical assistance throughout the race weekend with the Ventus F200 fitted to the HWA EVO.R in the open SP-X class for high-performance tuned vehicles. The racing slick is engineered for dry conditions and aims to deliver stable performance under extreme endurance racing demands.

Recognised globally in motorsport, the Ventus F200 incorporates advanced compound technologies that enhance driving performance and achieve roughly a 10 percent weight reduction over its predecessor. The tyre offers strong grip, high-speed stability and precise handling under demanding race conditions. HWA AG, founded by former Mercedes-AMG Co‑Founder Hans Werner Aufrecht, is a noted global motorsport engineering company specialising in high‑performance vehicle development.

This collaboration expands an existing strategic partnership, following Hankook’s original equipment tyre supply for the limited‑production HWA EVO last year. Hankook currently provides several ultra‑high‑performance OE products for that model, including the Ventus evo Z, Ventus evo and Winter i*cept evo3. Moving forward, Hankook plans to strengthen its premium brand competitiveness by deepening cooperation with HWA AG in both OE and motorsport sectors.

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