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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The first Sprint weekend of the 2026 Formula 1 season began in China with an intense schedule, starting with Sprint Qualifying on Friday. George Russell claimed pole position, finishing over two-tenths of a second ahead of his teammate Kimi Antonelli, with Lando Norris securing third. Russell received the Pirelli Sprint Qualifying Award from Dario Marrafuschi, Pirelli Motorsport Director. The prize includes a helmet decorated in the colours of the Chinese flag and a replica Pirelli P Zero Soft tyre, both personalised with the driver’s name and number.

Pirelli’s compound regulations shaped the qualifying format. In SQ1 and SQ2, drivers were required to use a set of medium tyres, with most completing two fast laps per segment. For the final SQ3 shootout, the top 10 switched to the soft compound. Russell’s pole time of 1:31.520 came on the red-walled P Zero Soft, less than seven-tenths slower than the 2025 sprint pole time of 1:30.849, set by Lewis Hamilton.

The F1 Academy also opened its season in Shanghai, with Alisha Palmowski setting the fastest time in Friday’s qualifying. She outpaced Alba Larsen and Emma Felbermayr ahead of the series’ two races scheduled for Saturday and Sunday.

Marrafuschi said, “During Sprint race weekends, it’s always challenging for teams to fully assess tyre behaviour as they only have one hour of free practice. During this session, the teams used one set of medium tyres and one set of soft tyres, without carrying out any significant long runs. The hards were saved for the following days, and some teams may consider using them in their strategies for Sunday's race as early as tomorrow.

“The Sprint race, which is most likely to be run on Medium tyres, will certainly provide a clearer picture. The performance difference between the two compounds used on Friday is around six tenths. Interestingly, in the first two qualifying segments, the C3 was once again able to deliver maximum performance on the second push lap after completing a cooldown lap.

“Temperatures are cooler than last year; the track is still dirty and has less grip than we will see on Sunday as the track evolves. As happened last year and as expected, some graining appeared on the front-left tyre, which is the most stressed by Shanghai’s corners, and to a lesser extent on the front-right, although the impact on overall wear remains limited. On this circuit, teams tend to prioritise protecting the front axle, shifting the balance towards the rear as much as possible.”

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Nexen Tire has received a ‘Good’ overall rating for its N'Fera Sport model in the latest summer tyre test conducted by Auto Bild in March 2026. The assessment highlights the tyre's strong performance within the competitive Ultra-High-Performance segment.

Tested on a BMW 5 Series (G60) with size 245/45 R 19 tyres, the N'Fera Sport distinguished itself through exceptional braking capabilities, achieving the third-shortest stopping distance among 50 competitors in the qualification phase and demonstrating excellent safety margins on both wet and dry surfaces. The tyre further impressed with its precise steering response and reliable grip, even under challenging conditions. Its overall performance secured it the third-place position in the qualification round. Notably, the N'Fera Sport also excelled in acoustic comfort, ranking second out of 20 tyres for low noise generation.

These results underscore the model's blend of control, responsiveness and safety, making it suitable for both everyday driving and more dynamic scenarios. Nexen Tire views this recognition as a validation of its ongoing commitment to innovation, quality and the production of high-performance products designed to enhance the driving experience.

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Bridgestone Corporation has unveiled its comprehensive motorsports engagement strategy for 2026, reaffirming its dedication to competitions spanning all levels, from elite international championships to grassroots events for amateur enthusiasts. This initiative will prominently feature the POTENZA brand for four-wheel racing and the BATTLAX brand for two-wheel competitions, operating under the core philosophy that tyres are essential to safeguarding life.

In the realm of premier racing, the company supplies tyres under both the Bridgestone and Firestone banners. The Bridgestone brand continues its dominant presence in Japan's premier SUPER GT series, where POTENZA-equipped teams recently secured an unprecedented fifth overall championship title in both the GT500 and GT300 categories. Simultaneously, on two wheels, BATTLAX-equipped competitors have achieved their fifth consecutive victory – and sixth overall – in the gruelling FIM Endurance World Championship, underscoring the tyre technology's reliability and performance under extreme conditions.

Complementing these achievements, the historic Firestone brand upholds its 125-year legacy as the exclusive tyre supplier for the renowned NTT INDYCAR SERIES. This partnership includes providing tyres for the legendary INDY500, ensuring the continuation of this exhilarating motorsport tradition. Through these diverse activities, the technologies honed from the racetrack directly contribute to the evolution of its consumer product lines, strengthening the Bridgestone brand and bringing new innovations to customers worldwide.

The company prioritises competitor safety and confidence by supplying tyres meticulously developed and proven on the racetrack, thereby actively nurturing the broader motorsports culture. Crucially, the high-stakes environment of racing serves as a mobile laboratory, where technological advancements forged in the pursuit of victory are transferred to enhance consumer and commercial tyres, reinforcing the brand's commitment to delivering superior value.

Hiroshi Imai, Vice President and Senior Officer, Global Motorsports Bridgestone Corporation, said, “Motorsports is the ultimate team sport. Everyone involved will come together as 'One Team’, embracing the challenge of motorsports with passion and supplying tyres we have poured our hearts and souls into. We hope to bring joy to drivers, riders, teams and all the fans who come to witness the thrill of racing. I feel as if I'm rolling along with our tyres on the track! This year, we are also sharing the voices of 10 of our teammates who work in motorsports tyre structural design, material development, production and motorsports operations. Please look forward to the efforts of our dedicated teammates who face tyres every day, and their passion through ‘Genbutsu-Genba’ to pursue the ultimate in tyre performance.”

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CEAT Limited recently organised a specialised engagement initiative for women fleet owners at its manufacturing complex in Chennai. The programme aimed to foster professional dialogue and knowledge sharing while providing an in-depth look at the intricacies of tyre production and development. Attendees, who came from diverse regions across the country, toured the company’s advanced Chennai facility, which holds a 'World Economic Forum Lighthouse' designation. During the visit, they witnessed key production stages, engaged with technical experts and learned about the quality control, safety protocols and innovative practices integral to CEAT's operations.

This effort brought together 14 women transporters representing various roles and business sizes within the logistics sector, collectively contributing decades of industry experience. The gathering was arranged in collaboration with the Women’s Wing of the All India Transporters Welfare Association (AITWA), with participants hailing from major cities such as Mumbai, Delhi, Kolkata and Chennai. The initiative was supported by Reema Kothari Jogani, Chairperson of the AITWA Women’s Wing.

While women still form a modest segment of India's transport workforce, their involvement has been steadily rising. This trend is significant in the context of the country's broader economic ambitions, including the Viksit Bharat 2047 vision and the goal of a USD 30 trillion economy, where women-led development is seen as a key driver. The logistics industry itself is projected to grow substantially from its 2024 valuation of USD 354 billion to USD 800 billion by 2030.

CEAT is actively working to increase female participation, particularly in manufacturing. Through automation, ergonomic enhancements and lift-assist systems, the company has made physically demanding roles more accessible. These measures have resulted in women comprising 20 percent of the workforce at the Chennai plant. Furthermore, the Nagpur facility, which was the first in Maharashtra to permit night shifts for women, has achieved 28 percent female representation on its shop floor. The company’s focus extends beyond numbers to creating an environment where women are encouraged to lead and excel in roles that have been traditionally male-dominated.

Vishal Pawar, Senior Vice President – Global Sales and Supply Chain, CEAT, said, “Women fleet owners are playing a pivotal role in redefining the boundaries of the transport sector. Their determination and entrepreneurial spirit inspire us. At CEAT, we are proud to create meaningful avenues for them to engage with the industry, build networks and gain deeper exposure to manufacturing and technology. We remain committed to supporting their journey of growth and empowerment.”

Reema Kothari Jogani said, “Building an inclusive logistics ecosystem requires collaboration between industry stakeholders, organisations and entrepreneurs. CEAT’s initiative is a constructive step towards strengthening this ecosystem by enabling women fleet owners to interact with experts, learn from best practices and explore the operational depth of modern manufacturing. These are women who not only run and grow their businesses together but also share a strong sense of camaraderie supporting each other and finding moments of fun along the way. Such engagements help accelerate the participation of women in a traditionally male dominated sector and contribute to long term industry transformation.”

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