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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Sun Auto has expanded its strategic footprint by acquiring two locations: Highland Auto in Tennessee and Highland Tire at Sentry Station in Georgia. This marks the company’s first entry into Georgia and adds a fourth Tennessee site, enhancing regional network connectivity.

The move supports Sun Auto’s broader 2026 growth campaign, which includes new operations in Colorado and brings the company’s total presence to 27 states nationwide. Both acquired shops join the Sun Auto Network, gaining access to 24/7 online scheduling, digital vehicle inspections and the company’s Driver Commitment focused on clarity, confidence and customer care.

Each location provides a full range of automotive services, including major tyre brands with a price match guarantee, alignments, brake service, oil changes, batteries, diagnostics and preventative maintenance. Sun Auto now operates over 575 locations nationwide through both acquisitions and new builds.

Chris Tavares, SVP Operations, Sun Auto, said, "Expanding into the Southeast is an important step in strengthening our national footprint and positioning our network for long-term growth. Establishing a presence in Georgia allows us to serve more customers, support our teams with greater regional resources and build stronger continuity across key markets."

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Hankook Tire has formally launched a major national research initiative at its advanced Hankook Technodome facility in Daejeon. The kick-off gathering took place on 4 June to begin work on a project titled ‘Development of Tire Manufacturing Technologies Using Sustainable Materials’, which falls under the Ministry of Climate, Energy and Environment’s 2026 Environmental Technology Development Program.

The core objective of this undertaking is to accelerate South Korea’s transition to a circular economy by deriving high-grade recycled inputs from discarded tyres. Two parallel tracks of research involve creating premium reclaimed materials from waste rubber and establishing manufacturing processes that rely on sustainable components. Hankook Tire has been a driving force in this field since 2023, leading the domestic Tire-to-Tire consortium, and has already brought to market the iON GT, an electric vehicle tyre composed of over 70 percent sustainable content.

Participation in this government-backed programme allows Hankook to broaden its existing private sector work into a larger cooperative framework that includes universities, research bodies and industry partners. The company intends to strengthen its ability to adapt to evolving environmental rules while making its raw material supply chains more resilient. The project consortium brings together 11 entities, with M&B Green Earth acting as the lead institution alongside Kumho Petrochemical, HS Hyosung, Solvay, KRICT, KAIST and several other academic and technical organisations.

Hankook Tire ultimately targets the commercial release of next-generation, low-carbon tyres containing more than 85 percent sustainable materials and capable of cutting carbon emissions by over half. The project will also allow for large-scale validation of the domestic Tire-to-Tire circular model through product demonstrations and integrated performance assessments. Further demonstrating its commitment, the company recently attended the April launch of the Eco-design Forum, where industry players discussed compliance with the EU Ecodesign for Sustainable Products Regulation.

Bonhee Koo, Head of the R&D Innovation Division at Hankook Tire, said, “This national R&D project presents a meaningful opportunity to bring together the expertise of leading industry, academic and research institutions. Through close communication and collaboration among all participating organisations, we will strive to deliver tangible outcomes that contribute to strengthening competitiveness in the global market.”

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American tyre brand General Tire has officially widened its all-terrain product family by unveiling the Grabber AT3 Plus, a new all-season tyre engineered for unpredictable weather and rugged off-road use. The launch addresses the rising popularity of both traditional 4x4 vehicles and the rapidly expanding sport utility vehicle segment, offering a single solution that balances highway driving with trail capability.

When measured against the previous model, the latest Grabber delivers superior snow traction and enhanced wet-road grip thanks to a thoroughly reengineered tread design that visually signals its off-road intentions. Durability remains a priority, as both the compound and tread pattern have been optimised for harsh conditions while still providing precise handling and reduced cabin noise. The tyre is built for year-round use on pavement and dirt, and every available dimension bears the three-peak mountain snowflake symbol, ensuring legal compliance for winter driving across numerous countries.

Upon its release, the Grabber AT3 Plus will be offered in rim diameters ranging from 15 to 22 inches, widths between 195 and 315 millimetres and aspect ratios of 80 down to 40 percent. Certain sizes carry LT identification along with LRD and LRE load ratings, making them suitable for heavy-duty applications, while speed ratings can reach up to 240 kilometres per hour. To achieve its balance of toughness, grip and ride quality, General Tire integrates three proprietary systems: TracGen for loose-surface traction and on-road precision, Comfort Balance for smooth rolling and noise reduction and DuraGen for cut-resistant tread blocks and stone bumpers.

A rugged sidewall with a pronounced shoulder, clear tread markings and logo detailing gives the tyre an assertive appearance that complements modern SUVs and off-road vehicles. Depending on the dimension, the Grabber AT3 Plus earns a C grade for wet braking, a B for noise emissions and most commonly a D for rolling resistance.

Matthias Bartz, Business Development Manager – EMEA, General Tire, said, “Our R&D department has achieved a remarkable feat in further developing the leading Grabber AT3. The Grabber AT3 Plus delivers improvements across all key performance areas – without any compromises.”

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Michelin North America, Inc. is participating once again in a special journey to transport World War II veterans to Normandy, France, in observance of the 82nd anniversary of D-Day. The initiative is carried out in collaboration with the Best Defense Foundation and Delta Air Lines, reflecting a unified effort to preserve the memory of veteran courage and sacrifice through direct, intergenerational experiences rather than solely through historical texts.

A charter flight carrying the veterans departed on 2 June, accompanied by caregivers and volunteers from the partner organisations. Over the course of a nine-day stay, the group will attend commemorative ceremonies and celebrations marking the anniversary. The Best Defense Foundation views the journey as not merely a commemoration but a meaningful opportunity for connection.

This year’s programme again includes students selected through the Best Defense Foundation’s NextGen initiative, who travel alongside the veterans as escorts and witnesses. From Omaha Beach to Pegasus Bridge and Carentan, the students will explore historic sites with those who lived through the events, ensuring that the stories of service members are passed on with authenticity and respect.

The collaboration among Michelin, the Best Defense Foundation and Delta Air Lines began in 2021 and has brought veterans back to France each year since the 78th anniversary in 2022. Michelin’s historic link to D-Day dates to spring 1944, when the 1939 Michelin Guide’s detailed maps were reprinted by Allied commanders to aid navigation in France. The company later produced additional maps for Allied advances, earning formal recognition from Allied Forces, and continues that legacy today through acts of remembrance and return.

Matthew Cabe, President and CEO, Michelin North America, Inc., said, “It is deeply meaningful and humbling for Michelin to stand alongside these veterans in Normandy. Supporting this initiative is one way we demonstrate our deep gratitude for these heroes and ensure the significance of their service is carried forward for generations to come.”

Bob Somers, Senior Vice President – Global Sales, Delta, said, “As we mark the fifth year of the Normandy Legacy Flight, we are reminded that carrying forward a legacy of this magnitude requires partners who share not only our values but a deep sense of purpose and responsibility. We are profoundly grateful for our partnership with Michelin, whose steadfast commitment and collaboration make this mission possible year after year. Together, we are honoured to pay tribute to our nation’s greatest heroes by preserving their legacy, honouring their sacrifice and ensuring their stories endure for generations to come.”

Donnie Edwards, Founder, Best Defense Foundation, said, “Michelin's commitment to this mission goes beyond sponsorship. It is a shared belief that the men and women who fought for our freedom deserve to be remembered, honoured and heard. Because of partners like Michelin, we are able to bring veterans back to the places that shaped history and ensure their stories live on in the people who will carry them forward.”

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