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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The Yokohama Rubber Co., Ltd.'s global flagship ADVAN tyres are prominently featured in the latest high-octane instalment of the Gymkhana film series, ‘Gymkhana: Aussie Shred’. Released by Hoonigan Media Machine, the video rapidly surpassed 5.3 million views within its first week. This marks the third consecutive film in the popular stunt-driving series to showcase Yokohama’s tyre technology, following previous episodes released in 2020 and 2022 which have collectively amassed tens of millions of views online.

The film stars action sports icon and Yokohama brand ambassador Travis Pastrana, who performs a series of extreme manoeuvres across Australian terrain. His vehicle is a custom-built, 670-horsepower Subaru ‘Brataroo’, a modern re-engineering of a classic 1978 model specifically designed for Gymkhana stunts. Pastrana’s daring feats include high-speed drifts and a breathtaking 50-metre canyon jump, all captured in the new production.

Supporting these demanding performances, the Brataroo is equipped with Yokohama’s 18-inch ADVAN A052 street sports tyres and ADVAN APEX V601 high-performance tyres. Engineered to deliver an optimal blend of grip and structural integrity, these tyres provided critical stability across varied and punishing surfaces, from race circuits to loose gravel. This technological partnership enabled Pastrana to successfully execute the film's next-level stunts, demonstrating the ADVAN line's capabilities under extreme driving conditions and reinforcing Yokohama’s association with premier motorsport entertainment.

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American electric vehicle manufacturer Rivian has selected the Nokian Hakkapeliitta R5 SUV as the recommended winter tyre for its R1T and R1S models in North America. This partnership marks a first for Nokian Tyres in the region, where the Finnish company markets a full range of all-season, all-weather and winter product. The non-studded tyre is now available for direct purchase through Rivian Gear Shop and can be installed at the brand’s service centres.

Designed specifically for large, powerful vehicles, this latest-generation tyre addresses the particular demands of electric vehicles, including increased weight and instant torque. It incorporates features such as Aramid-reinforced sidewalls for added durability and puncture resistance, alongside a low-rolling-resistance compound to help preserve driving range. The tread utilises Arctic Grip Crystals to enhance grip on ice, and the Green Trace compound integrates recycled and renewable materials.

The Hakkapeliitta R5 SUV carries important safety and suitability certifications. It bears the Three-Peak Mountain Snowflake symbol and the Ice Grip Symbol, confirming its performance in severe winter conditions. Furthermore, it has received Nokian’s Electric Fit designation, indicating it was specially developed and tested for electric vehicles. Together, these elements provide Rivian owners with a winter tyre option engineered for optimised stability, load management and overall safety in cold weather.

Tyler Scott, Nokian Tyres Key Accounts Manager, said, “We are thrilled to partner with Rivian to offer our flagship non-studded winter tyre to drivers who demand the very best from their vehicles. Our groundbreaking tyre technology, rooted in our 90-year tradition of safety, will help Rivian drivers follow through on the company’s quest to Keep the World Adventurous, even in the toughest winter conditions."   

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The Maruti Suzuki Victoris was crowned Indian Car of the Year (ICOTY) 2026 and the TVS Apache RTX 300 secured the Indian Motorcycle of the Year (IMOTY) 2026 title. These prestigious honours were presented by Dr Raghupati Singhania, Chairman and Managing Director of JK Tyre & Industries, alongside the awards' chairmen, Pablo Chaterji of ICOTY and Kartik Ware of IMOTY, during a prominent ceremony in New Delhi. The event, a key date in the industry calendar, gathered leading automotive figures to celebrate these achievements.

Now in their 21st and 19th iterations, respectively, the JK Tyre-sponsored ICOTY and IMOTY awards remain the most credible benchmarks for automotive excellence in India. The ceremony also recognised vehicles in specialised categories, reflecting evolving market trends. The Volkswagen Golf GTI received the Premium Car Award 2026, while the Mahindra XEV 9e was honoured with the Green Car Award 2026 for its contributions to electric mobility.

These outcomes are determined by a rigorous evaluation process conducted by a 27-member jury of senior automotive journalists, whose collective experience spans over three centuries. Modelling global award standards, the jury assesses every shortlisted vehicle across a comprehensive set of criteria. This includes design, safety, performance, technology, value and suitability for Indian driving conditions. This meticulous and transparent methodology sustains the awards' authority and ensures they consistently celebrate the vehicles that truly advance the nation’s automotive landscape.

Dr Raghupati Singhania, Chairman & Managing Director, JK Tyre & Industries Limited, said, “The evolution of India’s automotive industry is gaining remarkable transition, as the focus shifts towards sustainable technologies, intelligent mobility and stronger engineering capabilities. ICOTY and IMOTY recognises the machines that carry this vision into reality. JK Tyre is honoured to stand with a platform that rewards forward-looking innovation. What we have seen this year signals an industry preparing thoughtfully and confidently for the mobility of tomorrow.”

Pablo Chaterji, Chairman, ICOTY, said, “There are many automotive awards in the country, and each has its undoubted merits. Ever since the ICOTY award was instituted, however, it has taken its place at the top of the podium, in no small part due to the support of JK Tyre. This is because the jury consists of the finest automotive journalists in the country, with a combined reviewing track record of over 300 years. The award process is thoroughly vetted by our knowledge partner, Deloitte, and is thus scrupulously fair and transparent. Every OEM is also clear that this award – and its associated awards, IMOTY, Premium Car and Green Car – is the one that matters most, and I think it would not be out of place to say that cars in India have become better in part because OEMs want to win ICOTY, and make every effort to manufacture vehicles that are worthy of that title.”

Kartik Ware, Chairman, IMOTY, said, “IMOTY 2026 has been as diverse and accomplished as possible, with a number of firsts, including the first-ever electric motorcycle in the finalists. To celebrate the best motorcycle from among a lineup of such fantastic machines is not an easy task, but the IMOTY jury is equal to it – a big thank you to each and every one of them, old and new. Of course, due credit must also be given to our partner in this spectacular journey, JK Tyre, for its constant and unwavering support. All of these attributes make IMOTY the 17-year-old institution it has become, and the most cherished two-wheeler award in India. Here's to many more!”

Hisashi Takeuchi, Managing Director & CEO, Maruti Suzuki India Limited, said, “We are honoured to receive the ‘Indian Car of the Year 2026’ award for VICTORIS. This SUV was designed to provide all possible features to today’s new-age customers. It brings together style, technology, safety and a host of smart innovations. With the strong customer pull and now the coveted ICOTY award, VICTORIS lives up to its promise of ‘Got It All’. We are grateful to the ICOTY jury for this prestigious recognition.”

Vimal Sumbly, Head Business – Premium, TVS Motor Company, said, “Being recognised with the JK Tyre’s Indian Motorcycle of the Year award 2026 (IMOTY). This honour reflects a performance legacy shaped by over 40 years of racing excellence and 35 years of rally experience, where every insight has been earned through real-world competition. As TVS Apache completes 20 years as a symbol of racing DNA, innovation and rider trust, the TVS Apache RTX represents our bold vision for the future creating and leading the Rally Touring Extreme segment. Designed, engineered and made in India for the world, TVS Apache RTX reinforces our belief that world-class motorcycles can originate in India and compete with the very best globally.”

Nitin Kohli, Brand Director, Volkswagen India, said, “Winning the Premium Car of the Year award for the Golf GTI is truly special. The GTI is an icon with a 50-year legacy, and seeing it resonate so strongly with Indian enthusiasts has been incredibly rewarding. What began as a limited allocation quickly turned into overwhelming demand, reaffirming that the Golf GTI is more than just a car; it’s a collector’s item and a symbol of pure driving passion. We thank the ICOTY jury for this recognition and our customers for believing in the GTI and its enduring legacy.”

Nalinikanth Gollagunta, CEO – Automotive Business, Mahindra & Mahindra Ltd. & Executive Director, Mahindra Electric Automobile Ltd., said, “We would like to thank the esteemed ICOTY 2026 jury for honouring the Mahindra XEV 9e with the Green Car of the Year award. This award validates the global benchmarks of design, engineering and manufacturing excellence that underpin Mahindra’s Electric Origin vision. More importantly, it reinforces the XEV 9e’s role in truly Unlimiting the electric vehicle adoption in India and by expanding what customers can expect from an EV in everyday life. We are deeply grateful to our customers for their trust and belief; your confidence continues to inspire us to deliver electric mobility that is aspirational, capable and uncompromising.”

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Titan International Inc. is embarking on an official partnership with NASCAR competitor Ross Chastain, who is also an eighth-generation watermelon farmer. This alliance extends far beyond traditional sponsorship, focusing instead on direct agricultural support. Titan is integrating its expertise into the daily operations of the Chastain family farm, where company specialists are collaborating alongside Melon 1 to address the distinct challenges of watermelon cultivation.

The farm’s diverse fleet, which includes everything from primary tractors to specialised sprayers and utility vehicles, requires a wide array of tyre specifications. Titan is supplying a comprehensive portfolio of products and tailored support for this entire equipment lineup, aiming to enhance operational efficiency and minimise potential downtime.

Chastain’s national profile uniquely bridges the worlds of high-speed racing and foundational farming. Leveraging his platform as NASCAR’s prominent ‘agriculture guy’, this partnership is designed to generate meaningful awareness for the broader farming community. The initiative underscores a shared mission to recognise the critical innovations and relentless effort of agricultural professionals who support global supply chains. Ultimately, it represents a functional fusion of motorsport visibility and tangible, on-farm problem-solving.

Chastain said, “I grew up farming watermelons with my family, and that will always be a part of who I am. What excites me about working with Titan is that they’re actually on the farm, looking at our equipment and helping us find real solutions. I trust Goodyear tyres on the track, and now I trust Titan and Goodyear Farm Tires on our farm. That’s what 'Ag to Asphalt' means to me.”

Scott Sloan, Global Ag/LSW Product Manager, Titan, said, “Watermelon farming has unique demands across a wide range of equipment. Our goal is to make each machine perform at its best. If Ross trusts Titan on his farm, that tells other farmers they can trust us too.”

Kim Boccardi, VP – Marketing, Titan, said, “For Titan, this partnership represents exactly what we stand for. We’re here to listen, to learn and to provide the service, support and expertise farmers want and need. Ross and his family welcomed us onto their farm, and together we’re showing the industry that if a machine needs tyres, whether it's tractors, trailers, ATVs or UTVs, we’ve got it handled.”

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