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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TyreSafe, UK’s leading tyre safety charity, has entered into a new partnership with Mission Zero, a prominent quality standard within the road fleet sector. The collaboration is designed to help organisations enhance compliance, lower risk and advance shared goals for safer, cleaner and more responsible road transport.

Mission Zero offers a structured framework for fleets pursuing zero collisions, emissions and prohibitions, centred on a comprehensive legal compliance audit alongside recognised industry best practice. Its credentials are formally acknowledged across major infrastructure and transport programmes, including Transport for London’s Work-Related Road Risk requirements, HS2, Sizewell C, National Highways and CLOCS.

TyreSafe already collaborates with several of these bodies, including National Highways and CLOCS, reinforcing tyre safety’s place within broader fleet safety and compliance efforts. Its expertise has likewise gained national recognition, featuring in the government’s developing approach to work-related road safety and the creation of a National Work-Related Road Safety Charter.

Under the partnership, the two organisations will jointly assist fleet operators in recognising how effective tyre management supports safer vehicles, stronger compliance and reduced occupational road risk. Combining expertise, resources and industry engagement, they aim to help organisations build safer fleets, prevent incidents and foster a more sustainable road transport future, reflecting TyreSafe’s ongoing commitment to collaboration across the transport, enforcement and fleet sectors and to keeping tyre safety central to the journey towards Vision Zero.

Nick Caesari, CEO, Mission Zero, said, “Tyre safety is a fundamental part of managing risk within any fleet operation. Mission Zero is focused on helping organisations move beyond compliance and adopt a proactive approach to safety, and working with TyreSafe allows us to strengthen the guidance and support available to operators. Together, we can help businesses understand the important role that safe, well-maintained tyres play in preventing incidents and achieving their wider road safety goals.”

Stuart Lovatt, Chairman, TyreSafe, said, “We are pleased to partner with Mission Zero and support its ambition to help organisations achieve higher standards across fleet safety. Tyres are one of the most important safety-critical components on any vehicle, yet they are often overlooked as part of wider compliance and risk management strategies. By working with Mission Zero, we can help more operators recognise that effective tyre management is a vital part of achieving safer fleets and reducing work-related road risk.”

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Kuraray America, Inc. (KAI) demonstrated its community commitment through volunteer service and financial support at the 77th annual Pasadena Livestock Show & Rodeo. The Kuraray Foundation of America (KFA), a 501(c)(3) nonprofit corporation, contributed USD 5,000 to the event, funding local youth programmes.

Over the rodeo's nine-day run, eleven KAI employees dedicated more than 350 volunteer hours to health, safety and security operations. Leveraging their professional expertise, these volunteers identified and mitigated onsite risks, staffed the medical tent and worked behind the scenes to ensure a safe, well-organised experience for all attendees.

Beyond safety duties, KAI volunteers supported interactive educational exhibits highlighting the connections between industry, agriculture, and sustainability. These displays allowed families to explore the farm-to-table journey and understand how various industries contribute along the way. The rodeo's fundraising efforts extend far beyond the event itself, supporting college scholarships, livestock show awards, calf scramble programmes and other agricultural education opportunities for local students.

For KFA, the sponsorship represented more than financial backing – it was a chance to invest time, expertise and resources in an organisation dedicated to the Pasadena community throughout the year. KAI expressed gratitude to the rodeo for welcoming its team and recognised volunteers David Solo, Calvin Balch, Alex Berry, Dwight Brunner, Matt Callas, Eric McDaniel, Miguel Pompa, Zachary Reynolds, Chase Stewart, Richard Bass and Tyler Free for their service, reflecting the company's dedication to being an active partner in the communities where its employees live and work.

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Yokohama India has introduced a locally manufactured variant of its GEOLANDAR A/T tyre featuring Outline White Letter sidewall styling for sports utility vehicles (SUVs). The 15-inch tyres are produced at the company's manufacturing plant in Visakhapatnam, Andhra Pradesh, following a transition from importing the product line.

The GEOLANDAR A/T tyre in 15-inch size is designed for fitment on utility models including the Maruti Suzuki Jimny and Mahindra Bolero. The white-lettering option is currently available in two sizes, with Yokohama India planning to expand local production to include 16-inch to 18-inch tyre sizes in 2027.

Gaurav Mahajan, Head of Marketing and OE Sales, Yokohama India, said, "For today’s SUV owner, driving is increasingly part of a broader motoring lifestyle, where the vehicle reflects a sense of individuality, adventure and personal expression. The GEOLANDAR A/T is designed to complement that mindset, bringing a more distinctive and rugged character to the vehicle. It is for enthusiasts who see their SUV as more than a means of getting from one place to another, and want every element of it to reflect their passion for the road and the lifestyle that comes with it."

The introduction forms part of Yokohama's strategy to expand domestic manufacturing capabilities in India and cater to local demand for utility vehicle accessories and components.

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Citira, a Sweden-based company specialising in circular tyre management, has acquired Redpath Tyres Ltd, marking its first entry into the UK commercial and agricultural tyre segment and laying the foundation for a national UK footprint. The deal follows Citira’s earlier UK market entry this year through Tyrefix Group, combining Redpath’s local knowledge and strong reputation with Citira’s circular tyre management model, which covers retreading, rim refurbishment and fleet logistics and is already established in the Nordics and Poland. This acquisition represents a significant strategic step for Citira as it seeks to expand its presence across the United Kingdom.

Redpath Tyres, which has served Scottish customers for 52 years, operates from 11 locations and employs around 90 people. It will retain its own name and team, with Graham, Neil and Catriona continuing in the business and becoming shareholders in the Citira Group. The company’s longstanding local expertise and established customer relationships are expected to support Citira’s broader growth ambitions in the region.

Oliver Johnson, Head of UK, Citira, said, "Redpath Tyres has earned a strong reputation across Scotland through its reliability, service quality and close relationships with the fleets and farming community it supports. That reputation provides an excellent foundation for the next stage of growth. Following our entry into the UK earlier this year, this acquisition represents a deliberate first step into the Commercial (TBR) market and the beginning of our ambition to build a national network.”

Graham Redpath, speaking on behalf of the Redpath family, said, "We as a family have spent 52 years building this business and wanted to find a long-term stewardship that would continue to look after our people and customers. Citira’s plans for the business, and their track record with businesses like Tyrefix, gave me the confidence that this is the right home for the team and everything we’ve built. I’m glad our family gets to stay involved and invested as shareholders in Citira as the business grows as part of a bigger group.”

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