SHANGHAI, Nov. 4, 2014 /PRNewswire/ --The human resources industry in China has reached a transition period through several stages of development. From the role of a 'steward', HR became the leader who participates in strategic decision-making. HR management also started to reveal its persity and complexity. How to achieve innovation in an enterprise with HR management? Is there any 'business model' that the HRs can refer to?

The annual 2014 Best Employer – HR Innovation Practice Selection has been launched. This year the focus will be 'innovation'. The selection will select enterprises which had outstanding performance in the HR innovative management. It starts from October 28th, 2014 and the selection results will be announced at the annual forum held by FESCO Adecco on December 4th, 2014.

FESCO Adecco has been providing services to their clients for more than a decade, and commits itself to provide high quality professional services to more than 3,500 enterprises. It has become the most trustworthy HR partner. FFESCO Adecco hopes that they can help their clients to know more about the perception and companies' image from their employees via FESCO Adecco help excellent companies to establish and promote their employer brands, allowing employees to focus more on the significance of innovation management practices.

According to the introduction, FESCO Adecco invited Mercer Consulting Co., Ltd as a full academic support and to be involved in the questionnaire design, implementation, analysis and evaluation for the 2014 Best Employer – HR Innovation Practice Selection. This ensures that the entire selection process will be scientific, fair and effective.

The selection will evaluate HR's comprehensive performance in the managing process and innovation practice by Talents, Company cultures, Process, Communication, Total rewards and Leadership. The questionnaires will also be pided into two versions for employees and HRs to fill in. The questionnaire includes multiple choice and open questions. The questions include all aspects of human resource management such as talent training and development and organization development.

From the analysis of two questionnaire versions, the selection evaluates the enterprises' HR innovation practice through various angles of the enterprise size, type, industry, the number of full-time employees, and through the talent retaining, innovative methods, opportunities for career development, company values, corporate culture and employee persity. In addition, the context's open questions focus on four aspects, including compensation and benefits policy, talent recruitment and selection, talent training and development and KPI target setting. It also reviews the HR's innovation practice by target, practice and result. In the meantime, the questionnaire's employee version provides a new perspective for the HR innovation result through a different angle. For example, whether the company has a channel to listen to the voices of employees or whether different voices are respected and discussed publically in the employee's department or team.

The selection advocates a very close mix of innovation and practice. Innovation is mainly reflected in two aspects, including theoretical innovation (or innovative minds) and the innovation practice, which is the innovation for work. Mercer can evaluate the innovation practice result more scientifically and professionally through the HR design and a different perspective of the employees. From what we have learned, some of the cases have great result in practice. These cases will be raised to a theoretical level from the selection and integrated as great examples to direct the innovation practice for more enterprises. Thus, the enterprises' managing ability and the overall competitiveness will be enhanced as well.