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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Pirelli's Cyber Tyre has been distinguished as the Vehicle-to-Everything (V2X) Innovation of the Year at the 2025 AutoTech Breakthrough Awards. This accolade, presented by the Tech Breakthrough platform, recognises leading advancements in the automotive technology sector. The Cyber Tyre system represents a significant step forward as the first intelligent tyre capable of directly gathering data, processing it through Pirelli's proprietary algorithms and communicating the information in real-time to the vehicle's electronic systems. This integration enhances driving dynamics, safety and connectivity with broader digital infrastructures.

The technology functions through sensors embedded within the tyre tread that monitor critical parameters including pressure, temperature, load and wear. After this data is processed, it is relayed to the vehicle's control unit, allowing for the optimisation of electronic stability control, anti-lock braking systems and traction control. Developed in collaboration with Bosch Engineering, the system is seamlessly incorporated into the vehicle's electronic architecture.

Beyond improving the performance of individual vehicles, the Cyber Tyre enables communication between vehicles and with road infrastructure. This V2X capability supports the development of smart cities by providing data that can improve urban mobility planning, issue warnings about road conditions, interact with traffic signals and enhance fleet management. Such features are vital for the progression of autonomous driving technologies. Currently available on several high-end vehicles, the technology is being expanded to other premium platforms, with a recent agreement confirming its future integration into Aston Martin's luxury models.

AutoTech Breakthrough stated, “Cyber Tyre is a key technology for the future of smart mobility, which includes autonomous driving, connected vehicles and the digitalisation of infrastructures. By integrating intelligence directly into the tyre, Pirelli Cyber Tyre makes transport systems safer as well as sustainable and data-driven.”

Piero Misani, CTO, Pirelli, said, “This recognition highlights the value of Cyber Tyre, which gives the tyre a new role in the revolution currently taking place in mobility. In Software-Defined Vehicles (SDV), the availability of precise real-time data is essential: our technology enables, for the first time, the transmission of detailed information to the vehicle’s electronics regarding the tyre’s status and road surface conditions, improving safety, performance and efficiency. The system has already been adopted on high-end vehicles, with the goal of extending its application to an increasingly wider audience and to different functionalities towards other systems thanks to V2X connectivity.”

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Titan International Inc. has launched its first steel-belted skid steer tyre, the Carlstar Ultra Guard Steel line. This strategic introduction marks a significant step in the company's commitment to becoming a comprehensive, full-service provider across all tyre categories and applications. The new product directly responds to market demand for a high-performance, steel-belted option engineered for the most punishing environments, including construction sites and areas with extreme puncture risks.

The Ultra Guard Steel is built for operators who demand maximum durability without sacrificing comfort. Its heavy-duty steel-belt construction provides a more than 150 percent improvement in puncture resistance over traditional bias tyres. The design also incorporates a larger lug pattern for enhanced load distribution and endurance, while a flexible sidewall improves ride quality through superior shock absorption.

For increased capability, the tyre features a deeper tread depth and greater surface contact, delivering exceptional grip and traction. A built-in robust rim guard offers critical protection against damage, a feature often missing from competitor products. This tyre is engineered to deliver premium performance across diverse industries, giving operators greater confidence. The Ultra Guard Steel line is available for pre-order, with shipments anticipated in February 2026.

Travis Little, General Manager of Ag, Construction and Industrial products for the Carlstar and Carlisle brands, said, “We listened to our customers and studied competitor offerings to engineer a tyre that raises the bar for durability and rider comfort.”

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Hankook Tire, the exclusive tyre supplier for the FIA World Rally Championship, successfully demonstrated its high-performance racing technology at the demanding Central European Rally. As Round 12 of the 2025 season, the event concluded on 19th October in and around the Passau region of Bavaria, challenging participants with one of the calendar's most complex tarmac routes.

The rally's 18 special stages, spanning roughly 307 kilometres of asphalt, presented a severe test. The route wove from the high-speed sections on the rolling hills of the Czech Republic to the narrow, slippery and technical roads of the Bavarian Forest, with surface grip changing dramatically throughout. Unpredictable autumn conditions, including sudden showers, dense fog and sharp temperature swings, further intensified the challenge, pushing drivers and their equipment to the absolute limit.

In this variable environment, Hankook supported all crews with its dedicated tarmac rally tyres: the Ventus Z215 and Ventus Z210. The Ventus Z215 provided sharp handling and exceptional cornering stability on dry asphalt, while the Ventus Z210 was crucial for maintaining confident grip and dispersing water effectively during wet stages. The consistent performance of both tyre models amid rapidly shifting grip levels underscored Hankook’s technological advancement and reliability under extreme asphalt conditions.

The rally concluded with a victory for Kalle Rovanperä of TOYOTA GAZOO Racing, who secured his third win of the season. This result elevated him to joint second in the Drivers' Championship standings. The event was also historically significant for Toyota, which clinched its ninth Manufacturers' Championship title, setting a new record for the team.

The championship now advances to the final round, FORUM8 Rally Japan, in November. Known for its narrow and treacherous mountain roads, the event will demand ultimate precision. Hankook's involvement as the exclusive tyre supplier is backed by extensive development, including over 2,000 kilometres of FIA-supervised testing across eight countries. This commitment forms the foundation for its continued role as the sole tyre supplier for all WRC categories for three consecutive seasons starting in 2025, a partnership that will further strengthen the premium value of the Hankook brand on the global stage.

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Steelastic LLC, part of the HEICO Companies, has officially announced a new strategic partnership with IBP for the territories of India, Sri Lanka and Bangladesh. In this capacity, the company has welcomed John Powath as its official agent for these regions. Powath is a respected leader within the tyre industry, bringing a wealth of experience from his roles as a Partner at IBP and as a Co-Founder of Automoto. He is also recognised as an active contributor to global tyre and automotive industry events.

Operationally, Steelastic’s Business Development Manager Hemant Agrawal will work in close coordination with the IBP team. Their collective focus will be on strengthening the support infrastructure for customers and driving the growth of Steelastic’s business footprint across South Asia. The company has expressed considerable optimism regarding this collaboration and believes it will unlock substantial new opportunities for its valued customer base in the region, enhancing product access and technical service.

The company statement read: “We welcome John Powath as Steelastic’s official agent in these regions. Powath is a respected leader in the tyre industry, Partner at IBP, & Co-Founder at Automoto, as well as an active contributor to global tyre and automotive events. Moving forward, Steelastic Business Development Manager, Hemant Agrawal, along with the IBP team, will work closely to strengthen customer support and grow Steelastic’s business across South Asia. We are excited about this collaboration and the opportunities it will bring for our valued customers.”

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