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.

On 18 June, the prestigious 22nd ‘World Brand Conference and Release Ceremony of China's 500 Most Valuable Brands’ was held in Beijing, organised by the World Brand Lab. Demonstrating its industry leadership, Doublestar achieved an impressive brand valuation of CNY 116.208 billion (approximately USD 16.21 billion), securing the 93rd position overall and maintaining its position as the highest-ranked Chinese tyre brand for yet another year.

This recognition underscores Doublestar's strong market presence and consumer trust, built on decades of innovation and quality craftsmanship. Moving forward, the company has committed to strengthening its brand influence through continuous technological advancement and sustainable development. By focusing on research and production of safer, smarter and more environmentally friendly tyre solutions, Doublestar aims to not only meet evolving market demands but also drive the high-quality growth of China's tyre industry.

Continental Tires has achieved a major sustainability milestone with all its European tyre production facilities now certified under the International Sustainability and Carbon Certification (ISCC) PLUS standard. The certification extends to plants in Lousado (Portugal), Puchov (Slovakia), Korbach (Germany), Sarreguemines (France), Otrokovice (Czech Republic) and Timișoara (Romania), along with the supporting Industria Textil do Ave textile plant in Portugal. The company's Hefei facility in China has also earned this recognition, expanding Continental's sustainable manufacturing network globally.

The ISCC PLUS certification verifies Continental's compliance with rigorous traceability and documentation requirements for renewable and recycled materials used in tyre production. This system enables the company to track sustainable inputs throughout the manufacturing process using the mass balance approach, which allows gradual incorporation of eco-friendly materials while maintaining existing production systems. Continental is currently increasing its use of certified materials, including bio-based synthetic rubbers and circular-process carbon black, as part of its strategy to include over 40 percent sustainable materials in tyres by 2030.

As a globally recognised standard established in 2010, ISCC certification promotes climate-friendly, deforestation-free supply chains across multiple industries. It covers sustainable biomass, recycled materials and renewable resources, providing a framework for transparent, responsible sourcing. For Continental, this achievement represents both a validation of current sustainability efforts and a foundation for future innovations in eco-conscious tyre manufacturing. The company's growing network of certified facilities demonstrates its commitment to reducing environmental impact while maintaining product quality and performance standards across its global operations.

Jorge Almeida, head of Sustainability for Continental Tires, said, “The ISCC PLUS certification of all our European tyre plants is an important milestone and a strong signal for a more sustainable industry in Europe. But we're not stopping there. Our plants in other regions will follow step by step, like our Hefei plant, which is already certified. We have a strong ambition to make our tyre production more sustainable worldwide across our entire supply chain.”

Bandvulc has expanded its Wastemaster 5 tyre range with a new 315/70 size, enhancing options for urban waste collection and recycling vehicles. Originally launched in 2021, this robust tyre boasts a high load rating and is manufactured at ContiLifeCycle’s Ivybridge facility in Devon, which produces Bandvulc and ContiRe retread tyres.

The Wastemaster 5 incorporates ARMORBAND technology, featuring a reinforced rubber layer along the sidewall to resist scrubbing damage and prolong tyre life. Its advanced tread design includes wide zig-zag grooves for mud and water clearance, stone ejection features, stepped blocks and deep sipes for superior traction in tough conditions. This upgrade reinforces Bandvulc’s commitment to durability and performance in demanding waste management operations.

Eurogrip Tyres, India’s top 2 & 3-wheeler tyre brand under TVS Srichakra Ltd, today launched two exclusive retail stores in Chennai – at Selaiyur and Villivakkam. These outlets will stock a full range of two-wheeler tyres, tubes and biking accessories like helmets, alongside offering tyre care, puncture repair, fitment services and engine oil changes.

Catering to scooters, commuter bikes, performance bikes and superbikes, the stores provide diverse tyre patterns and sizes. They will also handle warranty claims for customers. The Selaiyur store is located at J C Group, Plot no 3, Agaram Main Road, Chennai - 600 073, while the Villivakkam outlet is at ST Enterprises, Old no 39E/New no 103, MTH Road, Chennai - 600 049. These expansions reinforce Eurogrip’s commitment to premium service and accessibility.

T K Ravi, COO, Eurogrip Tyres, said, “We are happy to reach out to more customers through our new branded retail stores. In a city that has a bustling two-wheeler vehicle population, there is a need to have more outlets to expand our network. Chennai is an important market for us, and we had opened our first branded retail store in Velachery last May. The response from customers and riders has been encouraging and we are happy to be launching 2 more stores in the city – this will help bolster our brand strength here. We plan to have more such signature stores in different cities to make our products and services easily accessible to customers.”