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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DUNLOP (company name: Sumitomo Rubber Industries, Ltd.) will present a dedicated exhibit at the Automotive Testing Expo Europe 2026, scheduled from 23 to 25 June in Stuttgart, Germany. The showcase is organised by UKIP Media & Events Ltd.

At booth number 1474 in Hall 1 of Messe Stuttgart, the company will feature its proprietary SENSING CORE software. This technology detects tyre and road surface conditions without extra sensors by analysing wheel speed rotation data and Controller Area Network (CAN) vehicle transmissions. Key detections include tyre pressure, load, wear, road conditions and wheel detachment.

The display will highlight use cases for mobility challenges under five themes: autonomous driving, smart navigation, one-stop maintenance with insurance optimisation, smart infrastructure and digital twin. SENSING CORE supports software-defined vehicle advancement and autonomous driving, fostering partner collaboration for the evolving automotive industry.

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Radar Tyres, the flagship brand of Singapore headquartered Omni United, has announced that its Radar RED (Radar Elite Dealer) programme now includes more than 1,000 dealers across Europe. The initiative provides participating tyre retailers with exclusive incentives, brand visibility support, product training and a dedicated platform aimed at fostering long-term business growth.

The European dealer network expansion has been carried out in stages. The first phase launched in Romania, Bulgaria, Greece, the Czech Republic, Slovakia and Portugal. An enhanced phase followed last year in UK, Spain, Italy, France and Germany, with the programme now also being introduced in Poland. Reaching the 1,000‑dealer mark represents a significant step in the programme’s regional development.

Radar Tyres’ European strategy emphasises close collaboration with local distributors and dealers rather than focusing solely on end consumers. The company recognises tyre professionals as key advisors who help drivers select products based on vehicle manufacturer guidelines, driving conditions and budget. Depending on the market and programme level, Radar RED offers point‑of‑sale materials, online visibility through a dealer locator, product training, staff tyre benefits, structured rewards and access to select Radar Protect Program benefits such as Road Hazard Protection and the 30‑day Satisfaction Promise.

To support the next phase, Radar Tyres has introduced dedicated Network Managers in selected markets and posted new dealer testimonial videos on the RED landing page. In those videos, participating dealers share how the programme supports daily business operations, customer confidence and long‑term relationships.

G S Sareen, CEO, Omni United, said, "Reaching more than 1,000 Radar RED dealers across Europe is a proud moment for us. While the number itself is an important milestone, what matters most is the trust and commitment we have built with our dealer partners over the years. The success of Radar RED is driven by dealers who believe in the brand, understand their customers' needs and see long-term value in growing their business with Radar Tyres.

“As the network continues to expand, our goal is to keep strengthening these relationships and create more opportunities for dealers to connect, share experiences and learn from one another. We look forward to bringing the RED community together through new initiatives, partnerships and events, not only across Europe but also with RED dealers in other markets around the world.

“Tyre dealers play a central role in the purchase decision. They know their customers, they understand local driving needs and they can explain product value in a practical and trusted way. Through the Radar RED programme, we are supporting the dealers in building the brand at a local level and building stronger relationships with their own customers.”

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Giti Tire has broken into the top tier of the global tyre industry, securing the eighth position on the Brand Finance Tyres 25 2026 ranking. The annual financial report also crowned the manufacturer as the world’s fastest-growing tyre brand, a distinction driven by a remarkable 37.7 percent surge in brand value. This financial lift brought the company’s valuation to USD 1.47 billion, pushing it one spot higher in the global order and signalling a sharp increase in its competitive clout.

Analysts at Brand Finance pointed to a trio of strategic priorities behind the company’s ascent: relentless innovation, advanced tyre engineering and deliberate worldwide expansion. Over the last 12 months, the tyre maker has solidified its hold on both original equipment and replacement markets while tailoring a new product family for the booming electric vehicle sector. A standout technical achievement came through a partnership with BYD’s luxury Yangwang division, where Giti’s Sport e.GTR2 Pro tyres helped the Yangwang U9 hit several high-speed performance milestones, directly challenging traditional premium brands in the EV and high-performance arenas.

The company’s physical footprint now includes five manufacturing plants and five R&D and testing hubs, distributing goods to more than 130 countries. Heavy investment continues in the AdvanZtech and T5 Smart Technology platforms, which are designed to produce next-generation tyres for passenger cars, commercial fleets and electric vehicles. That industrial reach is matched by a retail network of over 100,000 professional outlets worldwide, a logistical asset that Brand Finance cited as a key enabler of the brand’s rapid global service delivery and market penetration.

Giti’s new standing places it alongside industry titans such as Michelin, Bridgestone, Continental, Goodyear, Dunlop, Pirelli and Yokohama. Beyond the ranking itself, the fastest-growing tyre brand title reflects mounting recognition from carmakers, business partners and consumers alike. As the mobility sector undergoes electrification, digital shifts and sustainability demands, Giti continues to channel resources into modern tyre solutions, aiming to cement its status among the world’s tyre industry leaders.

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Bridgestone Retail Operations, a subsidiary of Bridgestone Americas and operator of the largest network of company-owned automotive service providers in the world, has unveiled plans to mark the 100th anniversary of Firestone Complete Auto Care. The yearlong observance will include special events, promotions and new customer initiatives across more than 1,800 US locations.

Among the centennial offerings, Firestone Complete Auto Care will release its inaugural state of auto care report this summer, drawing on millions of data points from its retail network to highlight customer trends and cost-saving insights. The company is also launching an interactive online history archive that showcases a century of achievements and innovations. Additionally, the brand will donate its 100th Driving Great Futures passenger van to the Boys & Girls Clubs of America, expanding reliable transportation for youth programs, a partnership active since 2015. Anniversary promotions and offers are available throughout the year.

The business traces its origins to founder Harvey Firestone, who, a 100 years ago, established one-stop service stations for tyres, gasoline, oil, batteries and brakes. During the 1920s and 1930s, the company helped shape the auto care industry through warranties, lifetime guarantees, advanced diagnostics and specialised training. Harvey Firestone’s customer-first philosophy remains a cornerstone of operations today.

Currently, the Firestone Complete Auto Care network spans 48 states and employs more than 9,500 technicians, all supported by an Automotive Service Excellence accredited training programme. The brand’s century-long legacy continues to emphasise trusted reliability and dependability, honouring both past and present employees who have built that reputation.

Marko Ibrahim, President, Bridgestone Retail Operations, said, “When Harvey Firestone established the first network of Firestone service stations in 1926, he helped pioneer the automotive care industry and set us on a course of innovation as the automobile evolved. Over the past century, Firestone Complete Auto Care has become a trusted neighbour and dependable resource in communities across the nation. We are grateful to our customers past and present and look forward to continuing this journey together for another 100 years.”

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