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 will bring the E1089 soft-compound development front tyre to Moto2 riders for the Austrian Grand Prix next weekend. The tyre, which debuted at Aragón and drew positive feedback, shares the SC1's structure but uses a different compound. At the Red Bull Ring, with its many braking zones and heavy decelerations, the E1089 could deliver greater stability, especially under braking. The range SC1 completes the front allocation, allowing riders to compare both options directly.

For the rear, Pirelli is confirming last year's allocation, offering the SCX supersoft. In 2024, as the E0126 development specification, it won both qualifying and the race. The range SC0 soft serves as the alternative, also present at the Red Bull Ring last year as a development solution and potentially useful if temperatures drop.

In Moto3, both axles will have the SC1 soft and SC2 medium compounds. In 2025, Argentina's Valentin Perrone (KTM) took Saturday's pole and Sunday's victory using the SC2 front and SC1 rear, the latter unanimously selected by the entire grid, while the two front options were chosen equally.

The Red Bull Ring is atypical, just over four kilometres long with only 11 corners, eight right and three left. Its layout demands braking stability, strong corner entry and good traction out of slow corners. The asphalt generally offers low grip with limited wear, and weather could matter greatly, as this year's race falls in early autumn rather than mid-August, meaning potentially lower temperatures.

Giorgio Barbier, Pirelli Motorcycle Racing Director, said, “The Austrian Grand Prix represents a further opportunity to continue the development work on Moto2™ front tyres, which began in Aragón and continued at Misano. On a track that differs significantly from MotorLand Aragón, with severe braking, strong acceleration and few high-speed corners, we will once again make the E1089 soft front specification available. This will allow us to broaden its evaluation and continue the comparison with the range SC1. The objective is to gather further data and feedback that will be useful for the development of this solution.

“At the rear, we are confirming last year’s allocation with the SCX, which also originated as a development tyre. Introduced in 2025 as the E0126 specification and subsequently added to the range, it is now the category benchmark. If weather conditions are favourable, it will be interesting to assess the performance gains compared with last season, both over a flying lap and across race distance. In the event of lower temperatures, riders will also have the range SC0 soft at their disposal, which was introduced at the Red Bull Ring in 2025 as the E0125 development solution. The Austrian event will also be particularly relevant looking ahead. On the Monday following the race, the Spielberg circuit will host a private test session dedicated to the tyres that will be used by the premier class next season, providing an important opportunity to continue data collection and development work ahead of Pirelli’s debut as the World Championship single tyre supplier.”

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Italian bicycle tyre manufacturer Vittoria has expanded its RideArmor tyre lineup with a new 700×42c size, enhancing the versatility of its most durable and puncture-resistant road tyre. The addition addresses the evolving demands of modern endurance and gravel race bikes, which now feature greater tyre clearance and more compliant geometries. The larger volume improves vibration absorption, grip, stability and confidence while also delivering aerodynamic benefits on bikes designed for wider rubber.

The RideArmor’s construction centres on reliability for commuters, trainers, bikepackers and all-road riders. Its ArmorSkin sidewall layer shields against cuts and abrasions on rough surfaces, while a Kevlar bead-to-bead belt provides comprehensive puncture resistance across the entire tread. A Graphene + Silica compound and 100 TPI nylon casing further ensure high mileage, and a slick tread design keeps rolling resistance low for efficient riding.

All sizes are compatible with tubeless-ready and inner-tube setups and are e-bike ready. The tyre serves everyday cyclists needing dependable puncture protection, year-round trainers prioritising consistency over weight, bikepackers carrying gear far from home and gravel riders navigating mixed surfaces. The new 42 mm size joins the Corsa PRO Control in Vittoria’s wider road range, with both offered in 38 and 42 mm.

RideArmor remains Vittoria’s most resistant option, focused on durability, puncture protection and high mileage rather than racing performance. Available from 26 mm to 42 mm, it provides a reliable solution for daily road training, commuting, long-distance bikepacking and light-gravel adventures, offering complete peace of mind across diverse riding conditions.

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Nokian Tyres has announced that its Hakkapeliitta 01 studded winter tyre is now available for purchase at tyre shops worldwide, roughly six months after unveiling the product. The Hakkapeliitta 01 represents a significant step forward in the brand’s rich history, introducing On-Demand Grip technology that allows studs to enter ‘OFF’ and ‘ON’ modes in response to driving conditions.

The Hakkapeliitta 01 was introduced in March at Nokian Tyres' Ivalo Test Center, situated north of the Arctic Circle in Finland. Dealer pre-sales for the tyre outperformed the company's expectations, a result highlighted in Nokian Tyres' half-year financial report. Designed for passenger cars, crossovers and sport utility vehicles, the new tyre is aimed primarily at the Nordic markets of Finland, Sweden and Norway, alongside United States, Canada and Japan.

The commercial launch coincides with the 90th anniversary of the Hakkapeliitta product family. Nokian Tyres has tested tyres at its Ivalo facility, one of the world's largest company-owned proving grounds and located about 235 kilometres north of the Arctic Circle, since 1986. Throughout the winter season, the company is sharing information and content across its sales markets and globally to build awareness of the new tyre. Consumers in the Nordics, North America and Central Europe can purchase Hakkapeliitta models, including the Hakkapeliitta 01, at tyre shops this fall.

Paolo Pompei, President and CEO, Nokian Tyres, said, “We are very pleased about the development of the Nokian Tyres Hakkapeliitta 01, which delivered good pre-sales in recent months. Its ability to adapt to changing winter conditions makes it popular with tyre dealers and an excellent choice for consumers who face challenging winter weather.”

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Goodyear has launched a ‘Golden Ticket’ sweepstakes offering one lucky enthusiast and a guest the chance to fly on the iconic Goodyear Blimp. The promotion runs from 15 September through 15 October 2026.

Participants can enter by purchasing a set of four Goodyear tyres through Goodyear.com or at Goodyear Auto Service and Just Tires stores, then submitting the entry form on the dedicated sweepstakes page. A random drawing will determine the winner, who will receive a flight certificate for two passengers.

The certificate can be redeemed at any of Goodyear’s three US airship bases: Akron, Ohio; Carson, California or Pompano Beach, Florida. The sweepstakes arrives as summer ends and weather becomes less predictable, encouraging drivers to prepare their vehicles.

Eligible purchases span Goodyear’s portfolio, including the Eagle F1 All Season, Wrangler Outbound AT, Assurance WeatherReady 2 and ElectricDrive 2. Buyers using Goodyear.com may also select Goodyear Mobile Garage, which dispatches a van and certified technician to install tyres at a chosen location. To enter without making a purchase, persons may submit an entry via the Official Entry Form.

David Cichocki, Managing Director, Americas & Chief Sales Officer at Goodyear, said, "We've been known to say, 'Blimps Are Cool. Buy Tires’, and this sweepstakes brings those two things together in a memorable way. Whether you purchase from the comfort of home through Goodyear.com or visit a Goodyear Auto Service or Just Tires location, you'll be driving on tyres you can brag about and have the chance to experience something truly iconic – a ride on the Goodyear Blimp."

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