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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Michelin has introduced its first tyre engineered specifically for the new generation of wide body trucks, bringing its established safety and performance standards to a segment traditionally served by Tier-3 products. The MICHELIN XDR Wide Body Truck is positioned as a premium offering for mining fleets, built to handle high loads and speeds while delivering robustness and puncture resistance in demanding mining environments.

Wide body trucks are gaining global traction in mining because they strike an appealing balance among payload capacity, safety and acquisition cost. Michelin developed and launched the new fitment in under two years by combining intensive field analysis with agility, responding to mining customers’ needs for safety and productivity. The tyre also supports fleets moving towards more efficient and increasingly electrified haulage solutions, addressing demands for safety, productivity and operating cost control.

Safety remains paramount in mining, where a tyre failure can seriously affect personnel, equipment and operational continuity. The new tyre therefore features an innovative casing fully reinforced with thick steel cords, enabling it to carry 12 tonnes (26,786 lbs) per tyre at a recommended pressure of 9-bar (130 PSI) – significantly lower than typical market recommendations, which helps reduce blowout risk.

The MICHELIN XDR Wide Body Truck sustains heavy loads at continuous speeds, supporting productivity during intensive duty cycles. It offers strong traction, particularly on soft or muddy ground, while its robust tread compound resists damage, provides excellent grip and extends service life, optimising total cost of ownership. These qualities help cut unplanned downtime and maintenance costs, improve equipment availability and maximise material haulage volumes. The tyre launches worldwide in its first size, 16.00 R25, on 1 November 2026, with additional sizes to follow.

Kevin Maleterre, Director – Michelin Beyond Road, said, “Wide body trucks are playing an increasingly important role in mining operations. With the MICHELIN XDR Wide Body Truck, we are applying our expertise in mining applications to this new generation of vehicles, with a clear aim: to help our customers combine safety, productivity and the development of their fleets.”

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Tegeta Green Planet recently participated in youth forums held across five Georgian cities – Mestia, Telavi, Gori, Kutaisi and Zugdidi – as part of the Eco Awards School Competition. The events gave young people a platform to exchange knowledge on environmental issues, explore new ideas and discuss green initiatives.

Alongside the discussions, display areas devoted to Tegeta Green Planet and Amboli introduced visitors to the two organisations' work, their approach to handling waste and their sense of environmental duty. Guests stopping by the Tegeta Green Planet section heard about the company's core operations, the thinking behind Extended Producer Responsibility (EPR) and why the circular economy matters.

A varied programme kept participants engaged, with educational games and hands-on exercises built to sharpen their grasp of environmental questions and push them to put what they learned into practice. International specialists and invited speakers also addressed the forums, drawing on their own experience to examine ecological difficulties and possible remedies.

Organised to deepen environmental consciousness among the young and advance sustainable development, the Eco Awards School Competition drew 280 pupils and 100 teachers from 24 public schools throughout Georgia. It operates with backing from the European Union and the United Nations through the Circular Economy Promotion Programme. For Tegeta Green Planet, reaching young audiences is central to building a lasting sense of responsibility, with sound waste practices, resource reuse and circular economy principles at the heart of its efforts to drive long-term change.

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Discount Tire has released a new list of the longest-lasting light truck and SUV tyres, drawing on tyre life data from Treadwell, the company's tyre recommendation tool available to all consumers. Treadwell is powered by millions of real-world tyre mileage and tread depth readings along with independent testing at Treadwell Research Park.

The list identifies 10 tyre models for light truck and SUV drivers that exceed a 70,000-mile median lifespan under normal driving conditions. Every tyre carrying a listed limited treadwear warranty also surpasses its manufacturer warranty by more than 10,000 miles.

According to the U.S. Department of Transportation, American drivers average 13,400 miles per year. On top-performing tyres, a light truck or SUV owner could gain an extra year or more before needing a tyre change. Treadwell's aggregated lifespan figures reflect drivers who properly maintain their tyres, including regular rotations and wheel alignments, with median values collected to 2/32-inch tread – generally considered, and in some states legally mandated as, the minimum viable tread depth. Actual results may vary based on driving location and habits, such as regular highway or all-terrain use.

Discount Tire developed Treadwell using decades of data and independent testing to deliver a hassle-free tool offering personalised tyre recommendations based on where, what and how drivers drive. More than 20 million people used Treadwell online and in stores in the past year.

Dr John Baldwin, Chief Product and Technical Strategist, Discount Tire, said, "If you're driving a light truck or SUV and prioritise getting additional miles of safe driving out of your tyres, Treadwell can be a source of unbiased advice. Our goal is always to be there for our customers when and where they need tyres, which is why Treadwell is available online and used each day in our stores to empower drivers to find the best tyres for their vehicle."

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Plaza Tire Service, a prominent tyre and automotive service provider in the Midwest and member of the Sun Auto Network, has expanded its footprint with a new store in Mattoon, Illinois. The addition strengthens the company's presence in the state and offers drivers throughout Central Illinois improved access to trusted tyre and vehicle maintenance services.

The Mattoon location provides motorists with a convenient destination for tyres, preventive maintenance and automotive repair. Customers can choose from an extensive inventory of leading tyre brands while accessing a full range of services, including oil changes, brake service, batteries, alignments, steering and suspension repair and other routine maintenance.

Plaza Tire Service emphasises selection, convenience and value through its Price Match Guarantee and signature 4 Tires in 1 Hour Guarantee, with broad in-stock inventory available for same-day installation. Founded in Missouri in 1963, the company has become one of the Midwest's largest tyre and automotive service providers, operating across five states while combining regional heritage with the resources of the more than 600-location Sun Auto Network.

Rob Kingery, Regional Vice President, Sun Auto Tire & Service, said, "We're excited to bring Plaza Tire Service to Mattoon and introduce more drivers to the convenience, value and trusted service that have defined our brand for more than 60 years. This location allows us to serve the community with the tyre expertise, same-day service and comprehensive automotive care that customers have come to expect from Plaza Tire Service."

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