This paper seeks a deeper understanding of how award-winning companies create human resources (HR) innovation in the developing country of Thailand.
This paper incorporates an innovative approach of qualitative in-depth exploratory case study of eight companies through observation, document analysis and in-depth, semi-structured interviews with 29 HR practitioners. Data were recorded, transcribed verbatim, processed to maintain anonymity and analysed using template analysis.
A model is proposed to understand how to create HR innovation through evidence-based practices using the (input, process and output) IPO model to analyse systems with a holistic view. It was found that four specific inputs, namely top management support, the roles of the HR department, information technology department and employees influenced the processes through five practices. These are talent management programmes, creating an innovation culture, having an agile team, collaboration with external partners and innovation competitions. These results suggest that HR innovation and other empirical outcomes, particularly social impact can be built if its implementation is undertaken effective HR practices.
This paper is based on award-winning businesses, which are all large firms. Therefore, to increase the applicability of the findings to small and medium enterprises, more studies are needed.
HR practitioners, policymakers and other stakeholders may be able to use the findings as guidelines for creating HR innovations.
This proposed model can be profitably employed to strengthen businesses and positively impact society.
The new insights into creating HR innovation are offered as a model for more sustainable and profitable businesses.
