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, the exclusive tyre supplier to the ABB FIA Formula E World Championship, supported all competitors during the 2026 Hankook Berlin E-Prix. The double-header at Tempelhof Airport Street Circuit featured Hankook’s iON Race tyre, which was pushed to its limits by the venue’s rough concrete surface and a fast, 15-corner layout. Rounds 7 and 8 of Season 12 unfolded across two days on the 2.374-kilometre anticlockwise circuit, where tyre preservation and energy efficiency became critical success factors.

The abrasive concrete apron at Tempelhof forced drivers to carefully manage degradation, while the Turn 2 ATTACK MODE zone added a recurring strategic puzzle. Hankook’s iON Race rubber delivered steady grip and predictable handling as track conditions shifted between Saturday and Sunday. The double header demanded consistent tyre behaviour, with teams adjusting to changing rubber build up and surface temperatures over the two race days.

Nico Müller secured his first Formula E victory in Round 7, holding off Nick Cassidy and Oliver Rowland through disciplined energy management. In Round 8, Mitch Evans produced a remarkable comeback from last on the grid, passing Oliver Rowland and Pascal Wehrlein with a late decisive move to take the win. Both performances highlighted the tyre’s balance of durability and performance under racing stress.

Off track, the Berlin weekend drew large crowds to Hankook’s Fan Village, where interactive displays featured iON tyres on electric vehicles. The brand also partnered with DS Automobiles to debut the DS N°7 model. Following the Tempelhof races, the Formula E season now heads to Monaco for the next rounds on 16 and 17 May.

Manfred Sandbichler, Senior Director of Hankook Motorsport, said, "The Berlin double-header confirmed the resilience of the iON Race under some of the most demanding surface conditions in Formula E. Running two races at Tempelhof provided valuable insight into how the tyre responds to sustained abrasion across a full race weekend. The competitive racing and strategic variation across both days reflected the tyre’s ability to operate within a broad performance window, and these insights will support ongoing development alongside the championship."

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Liberty Tire Recycling, North America’s largest tyre recycling company, has published its 2024 Sustainability Report, detailing continued advancements towards a circular economy. Over the course of the year, the firm collected more than 215 million end-of-life tyres and reclaimed over 4.7 billion pounds (approximately 2.13 billion kg) of rubber, which was transformed into recycled products for infrastructure, manufacturing and energy recovery.

The report highlights measurable environmental and safety gains alongside company growth and acquisitions. Liberty achieved a 1.5 percent year-over-year reduction in greenhouse gas emissions, an 81.1 percent end-market utilisation rate representing a 2.7 percent increase from 2023 and notable safety improvements including a 23.87 percent drop in the Total Recordable Incident Rate and a 29.25 percent reduction in the Preventable Vehicle Accident Rate.

Beyond operational metrics, Liberty donated more than USD 150,000 to charities and completed over 75 community projects. A key partnership with Blessings in a Backpack led to the packing of 5,250 meal kits for children, reinforcing the company’s broader commitment to social responsibility alongside its environmental and safety achievements.

Thomas Womble, CEO, Liberty Tire Recycling, said, “At Liberty, we don’t just recycle tyres – we partner with others to build a better future. Whether it’s a global manufacturer, a local retailer or a city government, our partners trust Liberty to help them meet their sustainability goals and do right by their communities. This report is a reflection of what responsible growth looks like – when innovation, impact and partnership work hand in hand.”

Amy Brackin, Senior Vice President – Sustainability, Liberty Tire Recycling, said, “Our work is grounded in action and accountability. As the only North American tyre recycling company to publish a sustainability report, we’re setting the standard for transparency in our industry. From emissions management to zero-waste goals, we’re proving that it’s possible to grow responsibly – moving more material up the value chain, investing in our people and rethinking how tyres can create value long after they leave the road.”

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Pirelli has confirmed that India will be the central theme of its 2027 calendar, marking a historic first for the publication. For the first time since the calendar’s inception, two distinct photographers have been commissioned to work on the project: Norwegian artist Sølve Sundsbø and celebrated Indian master Raghu Rai. Deep sorrow has followed Rai’s recent passing, felt profoundly by his family and those who collaborated with him. In the three months before his death, Rai had been fully dedicated to developing an original photographic series rooted in his heritage and personal vision of India.

Pirelli and the Rai family have pledged to complete Rai’s contribution to the calendar. Stepping into his role with honour is his daughter, Avani Rai, an internationally acclaimed photographer in her own right. She will work to faithfully realise her father’s artistic intentions for the series, ensuring his creative vision endures.

Alongside this effort, Pirelli has gladly invited Sundsbø back for a second consecutive year, following his work on the 2026 edition. His signature sensitivity and innovative aesthetic will combine with Avani Rai’s intimate knowledge of her father’s craft and her own personal experience of India, offering two compelling and complementary perspectives on the country.

Avani Rai said, “The work my father created for Pirelli was a tribute to India – bringing together his lifelong vision with a more contemporary expression of its people and diversity, something he was always deeply drawn to. I cannot bear the thought of it remaining unrealised. Bringing it to life feels deeply personal, as if I am stepping into his gaze and the way he saw India through his camera. Photography was his gift to me – not just as a craft, but as a way of seeing – and in that we found a quiet, profound connection. Carrying this forward feels like a way of staying close to him, of keeping a part of him alive within me.”

Sundsbø said, “It’s a great honour to be invited again to contribute to the Pirelli Calendar. I am very pleased to do so alongside Avani Rai and pay tribute to her father’s legacy. It’s a momentous opportunity to explore India. We will both do our utmost to celebrate the country and Rai’s memory with this collaboration.”

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Goodyear has introduced a new global campaign titled ‘Fast Is In Us’, dedicated to celebrating its renowned Eagle performance tyre family. The campaign debuted at the Kentucky Derby and follows last year’s STILL campaign, which underscored Goodyear’s iconic status. Fast Is In Us builds upon that foundation to elevate the Eagle legacy further.

Rather than focusing solely on traditional speed, the campaign highlights individuals deeply passionate about automobiles. It honours their appreciation for vehicle design, engineering and the tactile connection through the steering wheel. Fast Is In Us shifts attention from raw velocity to the emotional bond between driver and machine, celebrating those who feel performance rather than merely claim it.

The Eagle tyre family’s decades-long performance pedigree grounds the campaign, shaped in elite motorsport environments and high-performance automotive partnerships. After 45 years and millions of drivers, Eagle enters a new era believing fast is inherent to its design. This marks Goodyear’s first global campaign built around a performance tyre family, inviting drivers to embrace Eagle as a living philosophy rather than a one-off product.

The campaign will roll out globally across premium television, out-of-home, digital, social and cultural events. At the Kentucky Derby, the Goodyear Blimp carried the phrase Did someone say horsepower? Future integrations include the 24 Hours of Le Mans and other elite racing gatherings. Created with Publicis P1T Crew and led by BBH USA, Fast Is In Us aims to remind performance drivers why Eagle has always belonged with them.

Mark Stewart, Chief Executive Officer and President, Goodyear, said, "The performance car category is growing, and the drivers entering it want tyres worth bragging about. Eagle has more than four decades of credibility in performance and racing, and Fast Is In Us puts that legacy back to work – re‑establishing Eagle as the tyre knowledgeable drivers choose when performance truly matters. This campaign reflects how we're building Goodyear for the future: leading with premium products, authentic performance and brands that mean something."

J J Kraft, VP Global Creative, Goodyear, said, "Eagle isn't a product line – it's a piece of car culture. Fast Is In Us is a comprehensive platform built to put Eagle back at the centre of that enthusiasm. It expresses performance through feel and confidence behind the wheel, not just numbers on a page. It stands as one global campaign idea with the range to live across motorsport, retail and culture, and the ambition to lead the category, not chase it."

"For these drivers, Eagle is more than a tyre, it's a badge of devotion for drivers who respect the craft behind performance and demand confidence, responsiveness, and control every time they drive. Fast, in this world, isn't something you switch on. It's something you live," Kraft added.

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