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.

Leading tyre-retreading machinery maker Marangoni has unveiled a new strategic sustainability strategy for 2025–2027 that reaffirms its social and environmental pledges.

In order to direct and oversee its ESG (Environmental, Social, Governance) initiatives during the ensuing three years, the tyre retreading expert has voluntarily created a targeted action framework. The framework is in line with the 17 Sustainable Development Goals (SDGs) of the UN's 2030 Agenda. Marangoni claims that the plan was implemented in accordance with globally accepted standards, such as AccountAbility 1000 and the Global Reporting Initiative (GRI) guidelines, and that it is meant to function as a monitoring tool to periodically assess the company's progress as well as a guide for action.

The company has identified 17 specific initiatives as part of this strategy. These were established after a materiality study that took into account input from external stakeholders as well as internal input. Each of the 17 initiatives is built around three core pillars, namely supporting the ecological transition, integrating ESG principles into corporate governance and ensuring a safe, stimulating and inclusive work environment. The result is a ‘balanced approach’ reflecting management’s priorities and stakeholder expectations, said the company.

Trelleborg Group has finalised the purchase of National Gummi AB from the Swedish industrial group National through its Trelleborg Industrial Solutions business unit.

Extruded rubber profiles and gaskets for specialised industrial, automotive and construction applications make up the company offering. Mostly in Northern Europe, sales in 2024 were little over SEK 150 million. The production facility is situated in Halmstad, Sweden. The acquisition is in line with Trelleborg's plan to establish dominant positions in desirable markets. This deal excludes National's activities outside of extruded rubber profiles and gaskets, which will continue to be a part of the National group.

Jean-Paul Mindermann, Business Area President, Trelleborg Industrial Solutions, said, “This is an exciting addition to our portfolio. National has specialist capabilities and knowhow which will allow us to broaden our value-adding offering to customers across Europe.”

BKT has expanded its AGRIMAX range of agricultural tyres with the launch of AGRIMAX SPARGO SB, a new steel-belted version. The new tyre is aimed at row crop, vineyard and orchard operations to meet the specific challenges of farming environments where steep terrain, narrow row spacing and muddy conditions require precision and reliability.

The new tyre, which builds on the AGRIMAX SPARGO row crop tyre, has VF (Very High Flexion) technology, which enables it to bear the same load at lower inflation pressure. This helps to improve handling and comfort while reducing soil compaction. Steel belts improve the tyre's resilience to punctures, lessening the possibility of downtime and damage from sharp objects. At faster speeds, it also enhances riding accuracy. The polyester casing and steel belts work together to distribute stress evenly throughout the tyre, preventing uneven wear and extending tread life. By reducing vibration, a revised sidewall enhances riding comfort even further, which is especially useful for precise spraying operations.

The tread pattern of the AGRIMAX SPARGO SB is more open and higher than that of its predecessor since it has a deeper tread and smaller lugs. With a D-class speed rating that permits travel at up to 65 kmph, this design seeks to enhance road handling. Smoother transitions between field and road are made possible by the tyre's dual-layer mud ejection mechanism, which rapidly removes debris from the tread.

Dilip Vaidya, Senior President & Director Technology, BKT, said, "In the case of the AGRIMAX SPARGO SB, we have paid special attention to the casing design by using a strong polyester structure that offers greater strength, flexibility and durability than traditional materials. This choice enables the tyre to handle heavy loads while keeping deformation under control, improving the footprint and thus traction, stability and handling."

TBC Corporation, a joint venture between Michelin and Sumitomo Corporation, has entered into an agreement to divest its Midas franchise portfolio to Mavis Tire Express Service Corp., which operates a tyre retail chain across the United States.

The deal is expected to be finalised in the first quarter of the fiscal year 2025, subject to the approval of the competent authorities. This deal is a component of TBC's ongoing reorganisation, which intends to concentrate management resources on its core operations.

According to a statement issued by Michelin, “TBC distributes tyres and provides automotive repair and maintenance services in the US, Mexico and Canada. TBC identifies wholesale, distribution and Big O Tires, tyre retail focused franchise portfolio under TBC, as core businesses, leveraging an industry-leading network and scale, whereas Midas activity mostly relies on retail automotive services. The operation will enable TBC to focus on driving accelerated growth and value in its core businesses. It is also an opportunity for Michelin and Mavis to support and reinforce their commercial agreement.”