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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Nokian Tyres is putting the question of North America’s roughest roads directly to drivers, launching a voting campaign that runs from 30 March to 10 April 2026. The initiative invites the public to cast votes for the state or province they believe has the most challenging surfaces, with the conversation playing out across the tyremaker’s social media channels on Instagram, Facebook and TikTok under the handle @NokianTyresNA.

This bracket-style competition brings back champions and notable contenders from previous years, with the semifinal matchups now set. Quebec faces off against Massachusetts, while Colorado takes on Oregon. For those living outside these regions, the company encourages participation through a write-in option on its dedicated contest website, where drivers can also make their case for why their local roads deserve the title.

Central to the campaign is Nokian Tyres’ use of aramid fibres, the lightweight yet incredibly strong material found in aerospace and defence applications. By weaving these fibres into the sidewalls and sometimes the tread, the company strengthens its tyres against punctures and blowouts. This technology features prominently in the new Hakkapeliitta 01, a studded winter tyre debuting this fall, and qualifies the tyres for the brand’s Pothole Protection warranty, which offers a free replacement if a tyre is damaged beyond repair by a road hazard.

The campaign will be amplified through social media content, testimonials from North American brand ambassadors and messaging from business partners. Drivers following @NokianTyresNA can vote directly on posts and stories, while those entering the tyre giveaway or submitting their regional nomination can do so on the contest website. The company, renowned for inventing the winter tyre, continues to serve the North American market with its full range of all-season, all-weather and winter products.

Hans Dyhrman, Director of Marketing, Nokian Tyres North America, said, “Our tyres come with a Pothole Protection warranty because we understand the unique challenges of North American roads. While the ‘Worst Roads’ contest offers a chance to complain about potholes and rough surfaces, it’s also an opportunity for consumers to learn about the ways Nokian Tyres helps keep them safe thanks to our aramid-reinforced products.”

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Tyrecycle has announced the upcoming implementation of a pioneering conveyor belt system at its East Rockingham facility in Western Australia, marking a significant step forward in sustainable industrial practices. This particular product, the Infinity Series, was developed by Fenner Conveyors and holds the distinction of being the first conveyor belt manufactured in Australia using locally sourced recycled materials. The material used in its production was supplied through an established strategic partnership between the two companies, underscoring a collaborative foundation that prioritises resource efficiency and domestic manufacturing.

By integrating this locally manufactured belt into its own operations, Tyrecycle is transforming its facility into a living demonstration of the shared environmental vision it holds with Fenner Conveyors. The deployment at East Rockingham serves a dual purpose: it not only upholds the rigorous performance standards required for such critical infrastructure but also actively nurtures a novel closed loop ecosystem. This system represents a first of its kind approach where industrial components are deliberately reclaimed and repurposed, reinforcing the viability of circular economy principles within heavy industries like mining.

Together, the two organisations are effectively closing the loop by converting end-of-life conveyor belts into robust new products that maintain high durability standards. This collaborative effort directly supports mining operations seeking to advance their decarbonisation strategies and circularity targets. Their work illustrates how a combined focus on innovation and corporate responsibility can yield tangible solutions, proving that industrial advancement and environmental stewardship can indeed move forward on a parallel and mutually reinforcing path.

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CEAT Kelani Holdings emerged as a standout performer at the 2026 Best Management Practices Company Awards of the Institute of Chartered Professional Managers of Sri Lanka (CPM Sri Lanka), securing the overall Gold award for Best Management Practices. This top honour, which recognised the company as the nation’s best-managed enterprise, was complemented by four additional distinctions. Among these were the Sector Award as the winner in the Manufacturing category for Tyre and Rubber, a place among the 40 Outstanding Companies and a Best Management Practices Excellence Award, underscoring the breadth of the organisation’s operational excellence.

The company’s leadership also received significant acclaim, with Managing Director and Chief Executive Officer Ravi Dadlani being presented with the Leadership Excellence award. This particular recognition highlighted the effectiveness of the strategic direction at the helm of the organisation. The CPM awards themselves serve to evaluate public and private sector entities based on comprehensive management criteria, including leadership effectiveness, people management, resource utilisation and overall performance during the review period.

Central to CEAT Kelani’s achievements this year is its Quality-Based Management philosophy, which prioritises customer satisfaction by aligning quality controls and workforce efforts with strategic business goals. A notable initiative presented during the awards process was the overhaul of the customer claim settlement process, which now facilitates inspections within a single day. This improvement was driven by a structured Quality Improvement Project involving cross-functional teams from Technical Services, Supply Chain and Distribution, supported by digital integration and process enhancements.

The revamped claim settlement system has not only bolstered customer confidence and dealer trust but has also contributed to volume growth, particularly in the Truck and Light Truck segments. Dadlani emphasised that the QBM approach has been instrumental in steering the company towards greater customer centricity while maintaining strong financial results, with continuous improvement through digital transformation and employee engagement remaining central to the corporate strategy. This consistent recognition by CPM reflects the sustained depth and continuity of the company’s management practices over time.

Commenting on the awards, Dadlani said, “To be named the best-managed company in Sri Lanka is an extraordinary honour as well as a reward for years of hard work in times of challenge. This recognition reflects the company’s sustained focus on embedding best-in-class management practices across its operations with the involvement of employees at every level.”

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Zeon has confirmed its role as an official sponsor of RubberCon 2026, scheduled for 28 and 29 April in Paris. The conference is organised by AFICEP under the aegis of IRCO. The event will centre on the theme ‘Ecodesign and Rubber Innovation’, serving as a gathering for global experts spanning academia, research, manufacturing and technology sectors. This focus reflects the industry’s growing emphasis on sustainable material development and circular economy principles.

Through its sponsorship, the company underscores its commitment to sustainable solutions, innovation and international knowledge exchange. Zeon anticipates engaging with industry professionals to explore new approaches and contribute to meaningful sector progress.

“By sponsoring RubberCon 2026, we reaffirm our commitment to driving forward sustainable solutions, fostering innovation and supporting the international exchange of knowledge and best practices. We look forward to engaging with industry professionals, discovering new approaches and contributing to meaningful progress within our sector,” read the company statement.

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