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 medium and soft compounds shaped the Mexico City Grand Prix, where Max Verstappen took victory for Red Bull and Kimi Antonelli secured the Formula 1 World Championship with a third-place finish. Lewis Hamilton completed the podium in second for Ferrari at the circuit named after the Rodríguez brothers.

Verstappen triumphed through a two-stop strategy, beginning on mediums before switching to softs on lap 27. After 18 laps on the C5 compound, a red flag stopped the race, and the Dutchman used the pause to fit another set of softs, then resisted Hamilton's challenge to the finish. Hamilton had started on softs, moved to mediums and took another set of softs during the Safety Car that preceded the red flag, later choosing a previously run soft set at the restart while setting fastest laps on both compounds.

Antonelli, at 20, becomes Formula 1's youngest World Champion, breaking Sebastian Vettel's record of 23. The Italian started on softs, switched to mediums on lap 43 and used the red flag to fit another used set of softs, a strategy that delivered third place and the title. The podium contained only World Champions, with Verstappen on four titles, Hamilton on seven and Antonelli on his first.

Antonelli is the third Italian driver to claim the championship. His predecessors also won exclusively on Pirelli tyres, with Giuseppe Farina taking the inaugural 1950 title across six races and Alberto Ascari securing his second consecutive crown in 1953 by winning all eight Grands Prix he entered.

Dario Marrafuschi, Pirelli Motorsport Director, said, “Congratulations to Kimi Antonelli on winning the World Championship. It is a thoroughly deserved success, built on the consistency he has demonstrated throughout the season and sealed today with another outstanding performance, culminating in a podium finish in a race packed with drama alongside two World Champions. Without the neutralisations, a one-stop strategy would have been the most competitive option for this Grand Prix. Both the Soft and Medium compounds proved capable of covering around half the race distance, making it possible to complete the event with a single tyre change. The C5 once again confirmed itself as the benchmark compound in terms of grip and driver confidence, although the performance gap to the C4 was very small, with both compounds showing similar levels of degradation. It was therefore no surprise that every driver chose the Soft for the final stint after the Safety Car, despite also having the Hard compound available.

“From a technical perspective, tyre behaviour was very positive. We recorded no significant graining, and degradation remained within expected levels, proving lower than what had been observed on Friday. A lock-up by Leclerc at the restart following the red flag also provided further evidence of the robustness of Formula 1 tyres. The tyre sliding across the asphalt caused particularly severe localised wear on the front-left tyre, bringing it very close to the internal structural layers. This is certainly not a routine occurrence, but it is one that is consistently taken into account throughout Pirelli’s development and validation processes, including through rigorous indoor testing programmes. The ultimate objective is to ensure that the tyre maintains an appropriate level of integrity even under extreme conditions, allowing drivers to continue racing in complete safety.

“The performance of the Soft compound was particularly interesting, as demonstrated by Antonelli’s lengthy stint. He completed 43 laps while maintaining very limited degradation and a competitive pace right through to the closing stages of the race. The C3, meanwhile, was not considered by the teams because, under race conditions, it did not offer any performance advantage over the two softer compounds. Overall, the data collected confirmed a very clear picture, fully consistent with the simulations carried out before the event, both in terms of degradation and the competitiveness of the various strategic options.”

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Goodyear has expanded its presence in Norwood with a new Goodyear Auto Service store at 981 Boston Providence Hwy., situated in the Automile area just off Route 1. The store marked its arrival with a grand opening ribbon-cutting ceremony on 30 September, giving local drivers fresh access to professional tyre and automotive care.

Motorists visiting the location can choose from Goodyear and Cooper tyre lines, which cater to a range of vehicles, budgets and driving preferences. Among the Goodyear offerings are the Eagle F1 All Season for year-round capability, the Wrangler Steadfast HT for dependable comfort, the Assurance WeatherReady 2 for all-weather conditions and the ElectricDrive 2 for electric vehicle performance.

Beyond tyre sales and installation, the Norwood team provides oil changes, alignments, brake service, battery replacement, air conditioning service and preventive maintenance. With heavy commuter traffic along Route 1 wearing down tyres and colder weather elevating the need for proper care, the store invites drivers to receive a complimentary tyre air pressure check or consultation. Tyre rotation, wheel balancing and TPMS inspections are also available.

Several promotional offers are currently available. Through 30 November, customers who purchase and install select Goodyear or Cooper tyres with the Goodyear Credit Card can receive up to USD 200 back, while a full-synthetic oil change is priced at USD 69.99 through 1 December at participating locations. Qualifying oil changes and services also earn up to USD 20 in Valvoline rebates through 31 December. The store operates Monday through Saturday from 7:30 a.m. to 6 p.m.

Marsha Nelson, Store Manager, said, “Backed by more than 125 years of expertise, our Goodyear team is ready to help customers choose the right tyres and provide the service their vehicles need to get them where they’re going with confidence. We’re committed to exceptional customer service and top-quality products, and we look forward to building lasting relationships with Norwood-area drivers and their vehicles.”

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Maxxis International will display its Victra RC-1 tyres on Nissan's Project NAT2 SCCA Touring 2³ car at the SEMA Show 2026, scheduled for 3–6 November at the Las Vegas Convention Center, continuing a partnership with the Nissan Acceleration Team (NAT) that dates to 2020. NAT is an all-volunteer motorsports group staffed by Nissan employees, and the Victra RC-1 has become a popular choice among club racers and enthusiasts for its grip, handling and heat cycle performance.

Project NAT2 is a Nissan Z fitted with upgraded engine, suspension and braking systems for the SCCA T2 road-racing class, which balances performance across production-based sports cars and sedans through rules on eligibility, modifications, weight and tyres. The car will run on 100TW Victra RC-1s in 275/35ZR18, retaining much of its production character while being prepared for serious wheel-to-wheel competition with safety, handling, braking and reliability upgrades.

Visitors can see the Project NAT2 Z and its Victra RC-1 tyres at Nissan's Booth #21521 in Central Hall at the Las Vegas Convention Center. Additional Maxxis tyres are on display at the outdoor booth #82002 in the Silver Lot and the indoor booth #41086 in South Hall Lower near the Bronze Lot.

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Hankook Tire held its 2026 Design Innovation Day on 30 October at Hankook Technodome, the company’s advanced research and development centre in Yuseong-gu, Daejeon, South Korea. The event, themed ‘Shaping Identity, Sculpting Performance’, gave employees a chance to learn about the tyre maker’s design strategies and major accomplishments.

A central highlight was the company’s first public presentation of a unified product design identity framework covering its principal brands: iON, the world’s first full-lineup tyre brand dedicated to electric vehicles; Ventus, its flagship line and Dynapro, its SUV-focused brand. Hankook Tire also introduced a next-generation product design language for the first time and explained how it will be applied to future products, clarifying each brand’s design direction and creating a consistent approach across the portfolio.

The programme featured three sessions. One addressed design strategies for conveying product performance while preserving brand identity and introduced guidelines for turning ‘invisible performance’ developed during R&D into design elements consumers can recognise, with approaches tailored to different product characteristics. Another session presented the next-generation design language for iON, Ventus and Dynapro, translating each brand’s core values into distinctive design elements. Hankook Tire further shared a framework for collaboration among R&D, product planning, marketing and design teams so they can develop products under unified design standards.

Through the event, Hankook Tire seeks to align design strategies and direction across the organisation, improve product development efficiency and speed decision-making while strengthening global brand recognition and its premium image. The company also aims to bolster design competitiveness in original equipment collaborations with global automakers and in product development for global markets. Hankook Tire continues to earn international design recognition, including three Product Design awards at the 2026 Red Dot Design Awards for Ventus evo, iON AT and Laufenn S FIT2, plus six Design Concept awards comprising two Best of the Best honours and four Red Dot awards.

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