Open innovation is a type of innovation model that promotes collaboration with individuals and organizations outside the company, such as customers, suppliers, competitors, researchers, or the public. The goal of open innovation is to use knowledge, ideas, and capacities outside the organization to enhance the company's internal innovation capabilities and results. Therefore, open innovation can play a very fundamental role in human resource management. This research is of a qualitative, developmental, interpretive, and inductive type that was conducted using thematic analysis. The statistical population of the research consists of twelve academic experts and participants who were familiar with open innovation and were selected using a judgmental method. After selecting the participants, the research questions were answered through semi-structured interviews. After reviewing and analyzing the interviews obtained, 328 descriptive codes were obtained, of which 114 primary themes and 27 organizing themes were obtained in 4 overarching themes. Thus, the requirements; Interactive, financial, competitive and exchange provide the causal conditions for moving towards open innovation in human resource management. Open innovation strategies are in the light of overcoming the challenges of implementing open innovation. The challenges of open innovation in human resource management include; normative, financial, expert force, political consideration and individual ownership challenges. The strategies include; operational strategies, external capacity analysis, agility, explanatory and alignment of human resource subsystems. The implementation of open innovation can also have consequences. Environmental-competitive consequences, organizational consequences, individual consequences and network consequences of human resource management. The presented model can be a basis for planning human resource management of organizations so that they can organize their actions based on it.