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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Apollo Tyres has introduced a new series of truck and bus bias (TBB) tyres, marking a significant expansion of its commercial vehicle portfolio. This launch centres on three distinct models within the popular 10.00-20 size category, each engineered to address specific operational needs while contributing to a lower total cost of ownership for fleet operators. The development process involved rigorous collaboration between global research and plant teams, ensuring the tyres deliver enhanced durability, reliability and extended mileage through advanced technological features.

The new range includes the XT 1^x and XT 2^x, both designed as drive pattern tyres. The XT 1^x focuses on profitability through a robust lug design that resists cuts and chips, along with a durable carcass structure. For operations demanding extra strength, the XT 2^x incorporates an extra-deep tread and a reinforced casing to improve load capacity and longevity. Complementing these is the XR 1^x, a steer pattern tyre built for an extended service life. It utilises a specialised tread matrix to minimise wear and incorporates design elements for improved heat dissipation and overall durability.

Collectively, these tyres are engineered to maximise vehicle uptime and operational efficiency. The drive patterns are constructed to provide superior traction across diverse conditions, while the steer pattern prioritises stability, even wear and responsive handling. This balanced approach offers a comprehensive solution for transport businesses. Through this strategic product introduction, Apollo Tyres reaffirms its dedication to innovation and developing solutions that support more efficient, profitable and dependable mobility for its customers.

Rajesh Dahiya, Vice President – Commercial (India, SAARC and Southeast Asia), Apollo Tyres Ltd, said, “This new TBB tyre range is a strong step forward in our journey to deliver superior performance and value. By combining advanced design, robust construction and application-focused patterns, we aim to help our customers achieve lower operating costs while meeting the demands of newer and growing vehicle segments.”

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Goodyear and TIP Group, a prominent European equipment solutions provider, have renewed their longstanding partnership for another five-year term. This extension coincides with a significant milestone, celebrating two decades of joint efforts supporting fleet operations across the continent. Throughout this period, Goodyear has provided TIP's fleets with tailored, high-performance commercial tyre solutions designed to meet specific operational demands.

A central pillar of the renewed alliance is a shared commitment to sustainability. By integrating Goodyear's latest product innovations, such as the KMAX GEN-3 range, TIP can now offer its customers truck tyres constructed with a minimum of 40 percent sustainable materials. These products are engineered to deliver the expected durability while also featuring B-label rolling resistance to enhance fuel efficiency. Further supporting sustainable operations, Goodyear’s retreading services aid TIP in prolonging tyre life cycles, which helps reduce waste, conserve resources and manage operational expenses.

Complementing the supply of tyres, TIP’s clients gain access to extensive service support through Goodyear’s expansive TruckForce Network of over 2,000 locations. This network is critical for minimising vehicle downtime, optimising tyre performance and ensuring fleet reliability. These combined efforts actively contribute to TIP Group’s broader environmental, social and governance objectives, enabling more sustainable fleet management without sacrificing efficiency or customer value.

Concurrently, TIP continues to advance its own modernisation initiatives, investing in sustainable fleet solutions, advanced telematics and refurbishment capabilities. These investments help customers extend asset lifecycles, improve regulatory compliance and lessen their environmental impact. The enduring partnership with Goodyear thus serves as a key component in TIP’s comprehensive strategy to navigate evolving market and regulatory landscapes.

Piotr Czyżyk, Vice President – Commercial Sales EMEA, Goodyear, said, “This partnership is built on trust, long-term thinking and a deep understanding of the transport fleet market. For 20 years, we have worked closely with TIP Group to deliver reliable products, innovative fleet solutions and retreading services that help keep their customers moving. Extending our agreement for another five years reflects our shared commitment to performance, efficiency and sustainability – and to continuously evolving together as market expectations change.”

Paul Beadle, COO, TIP Group, said, “Our collaboration with Goodyear is a strong example of how strategic partnerships can create real value for fleet operators. Managing more than 90,000 trucks, trailers and specialised assets across Europe means reliability is critical, which is why we value long-term partners like Goodyear. By combining high-performance tyres and mobility solutions with our operational experience, we deliver more efficient and more sustainable fleet solutions and ultimately more value for our customers.”

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Maxam Tyre Europe will showcase its comprehensive portfolio of agricultural tyres at Fieragricola 2026 in Verona from 4–7 February. Under the banner ‘More Pull. Less Fuel’, the company's participation highlights a core commitment to efficiency and enhanced productivity through smart tyre performance. Exhibiting in Hall 6, Stand D4, the Sailun Group subsidiary will feature a curated selection from its diverse range.

Among the products on display will be the MAXAM AgriXtra XL VF tyre, a model recognised by the German Agricultural Society, the DLG, for its contributions to soil preservation, improved traction and reduced fuel consumption. The event provides an opportunity for attendees to engage directly with the Maxam brand and its innovative solutions. This focus on sustainable technology aims to demonstrate how advanced tyre engineering can significantly improve operational efficiency and support modern, responsible farming practices.

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Prinx Chengshan has successfully rolled off its first off-the-road giant tyre, model 30.00R51, a milestone celebrated by company leaders and Rongcheng Mayor Liu Jinjun. This achievement marks a crucial step in the construction of the firm's new green and intelligent off-road tyre factory and represents significant progress in enhancing its high-end product portfolio, effectively addressing a gap in the domestic market for premium off-road tyres.

The newly produced tyre, with an outer diameter of nearly three metres and a weight of 1.8 tonnes, is engineered for massive dump trucks operating in open-pit mines, capable of carrying loads over 120 tonnes. Its design features a wide, deep tread pattern for superior traction and a specialised shoulder cooling system that promotes heat dissipation. This innovation enhances safety by reducing risks such as blowouts while also improving operational efficiency and cost-effectiveness in demanding mining environments.

This strategic development responds to steadily rising global demand for high-end off-road tyres, fuelled by growing infrastructure investment and mining industry modernisation. The company's significant investment of over CNY 1.1 billion (approximately USD 158 million) in its new production base, initiated in 2025, underscores this focus. The facility, covering more than 100,000 square metres, is planned to have an annual capacity of 84,000 engineering tyres and 10,000 giant tyres for diverse applications across mining, construction and industrial sectors.

From its inception, the project has been guided by principles of high-end intelligence and green environmental protection. It incorporates modern workshops, smart manufacturing processes and sustainable initiatives like rooftop solar power generation to ensure energy-efficient development, reflecting a firm commitment to circular economy practices and Industry 4.0 standards.

Moving forward, Prinx Chengshan will leverage its global network of research and development centres to continue advancing independent innovation. By fully implementing a ‘Product + Service’ model, the company is committed to its in-depth transformation towards high-end, intelligent and green manufacturing. This direction aims to provide efficient and reliable solutions for global mining progress, injecting robust momentum from ‘China Smart Manufacturing’ into the industry's future.

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