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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Titan International has introduced the ITP Kinetic tyre line, marking a significant advancement in powersports engineering for modern utility terrain vehicles. Engineered to meet the demands of today’s largest and most powerful UTVs, the new tyre range prioritises all-terrain capability while ensuring long-lasting durability and consistent traction across diverse environments.

Designed for operators at every skill level, the Kinetic series combines aggressive styling with balanced functionality. Its open tread pattern delivers superior performance on hard pack, loose dirt, rocky trails and ruts, while strategic siping in select blocks enhances flexibility and grip on slick or uneven ground. Dimpled tread elements further contribute to improved stability and steering precision, offering riders enhanced control in challenging conditions.

Durability is reinforced through an eight-ply radial construction that provides a smooth ride alongside exceptional puncture resistance. Additional sidewall armour protects against cuts and abrasions, and an integrated rim guard shields wheels from debris damage, preserving both wheel integrity and visual appeal. All models are manufactured at the company’s Clinton, Tennessee facility, underscoring a commitment to domestic production.

The ITP Kinetic is now available in five popular sizes through authorised dealers nationwide, providing a versatile, no-compromise solution for enthusiasts seeking confident performance across multiple terrains.

Todd Hinson, Powersports Product Manager at Titan, said, “UTV owners today are pushing their machines further than ever. The new Kinetic tyre line was engineered to keep up with users that push their machine’s limits and utilise their UTVs in many versatile and challenging tasks and applications. Giving our customers one tyre for their ever-changing needs.”

Rhett Turpin, Director of Sales – Powersports, said, “This tyre does just about everything riders could ask for. It’s quiet on hard surfaces, aggressive on rough terrain and built to last.”

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Doublestar Tire has cemented its regional ambitions with the HEADWAY tyre series launch in Phnom Penh, where Chen Gang, Chairman of Doublestar (Cambodia) Factory, joined Deng Ling, General Manager of the Overseas Development Department and Xie Tao, Asia-Pacific Regional Director, to court local dealers and distribution partners. The Cambodian manufacturing base emerged as the centrepiece of the strategy, offering logistical agility and cost advantages that the company believes will underpin sustained growth throughout Southeast Asia. Executives used the gathering to reaffirm their commitment to tailoring products specifically for the Kingdom's road environment.

Engineering innovation took precedence as Xie Tao presented the HH316 passenger tyre, whose grooved architecture enhances wet-braking performance amid Cambodia's heavy seasonal rains, while five-pitch sequencing curbs cabin noise for a smoother ride. His counterpart Deng Ling outlined the brand's localised production philosophy, emphasising rigorous heat-reduction measures that extend tread life – a critical factor in tropical climates. The HU906 sports variant, engineered to rival premium benchmarks, rounded out a portfolio designed for both everyday commuters and performance-driven motorists.

The event also underscored the strategic value of the local partner, a 30-year industry veteran with nationwide reach, which has already invested heavily in promotional campaigns to elevate HEADWAY's profile. Distribution teams expressed enthusiasm for the product pipeline, while Chen Gang acknowledged their indispensable role in navigating Cambodia's fragmented retail landscape.

By merging domestic production with targeted product development and a seasoned ally, Doublestar signalled its intent to transform HEADWAY into a dominant local franchise, earning tangible buy-in from attendees who witnessed the brand's technological and commercial pitch firsthand.

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KENDA Europe has completed the relocation of its Belgian operations from Arendonk to Turnhout, with the new facility becoming fully operational in March 2026. Constructed by the Bolckmans Group, the 8,000-square-metre centre occupies a strategically central location designed to enhance regional service efficiency while actively reducing CO₂ emissions. This site joins KENDA’s network of five other European locations that deliver fitting, distribution and sales support close to customers.

The Turnhout logistics hub features nearly 6,800 square metres of warehouse space alongside a 1,500-square-metre fitting area. Equipped with two semi-automatic assembly lines and eight fitting stations capable of handling tyres from 3 to 17 inches, the centre streamlines workflows to ensure consistent and reliable service delivery.

Sustainability was a core design principle beyond operational performance. Bolckmans utilised lower-carbon materials such as CEM III B concrete and XCarb steel, while glulam timber beams actively store carbon within the structure. Energy efficiency is achieved through advanced insulation, solar-control glazing, heat pumps and intelligent building management systems, complemented by rooftop solar panels and an on-site wind turbine that supply 100 percent renewable power. Rainwater harvesting and on-site infiltration systems further manage water resources.

With this new Turnhout base, KENDA reinforces its commitment to efficient operations and responsible practices, ensuring robust infrastructure to support customers both now and in the future.

Richard Todd, COO, KENDA Europe, said, “The move not only improves the way we work today but also gives us the flexibility to support our customers well into the future. Throughout the relocation, maintaining a high level of service was our priority, and I am pleased that the transition was completed smoothly.”

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Bridgestone Americas has unveiled the second cohort of its national adaptive sports grant initiative, channelling USD 200,000 through Bridgestone Americas Trust Fund to eight school districts and nonprofit organisations. This latest allocation, consisting of eight grants valued at USD 25,000 each, is set to enhance athletic opportunities for 1,439 students across 75 public schools.

Despite over seven million public school students receiving special education services, participation in school athletics remains markedly low due to a shortage of adaptive programme resources. Bridgestone’s financial commitment directly confronts this disparity by bolstering both nascent and established K–12 sports offerings.

Building upon an initial 2025 investment, this new funding brings the company’s total two-year contribution to USD 400,000. The current cycle features five returning recipients receiving renewed backing alongside three newly selected grantees, ensuring continuity and fresh expansion.

The awarded funds are earmarked for curriculum development, specialised equipment purchases, and coach training. Recipients for 2026 span multiple states, including organisations and school districts in Ohio, Georgia, Illinois, California, Florida, Indiana and New York.

Wade Munday, Director, Corporate Philanthropy and Social Impact, Bridgestone Americas, said, "Every student deserves the chance to experience the benefits of sports by building confidence, connections and lifelong skills that come from being part of a team. Through these grants, we’re helping schools create more opportunities for students of all abilities to play, compete and reach their full potential both on and off the field."

Coach Rod Harris of Peach County High School in Georgia, a first-time grant recipient through AAASP in 2025, said, “Adding adapted track and field has helped enhance and grow our overall track and field programme. Everyone learns from each other, and it creates a strong sense of camaraderie within the team. It’s incredibly impactful, and we want to continue growing the programme because it is truly inclusive.”

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