This study proposes a structure for companies to use when implementing human resource practices in open innovation. Despite the fact that open innovation has received a lot of attention in the innovation management field as companies open their doors to information exchange in an effort to spur creative thinking, there are very few empirical articles that connect this trend to the human resource management literature. Our findings are the result of an extensive qualitative investigation into Julphar Gulf Pharmaceutical Industries Manufacturers in the United Arab Emirates (UAE) and its open innovation program. Internal, external, and combined are the three primary pillars of human resource management. We also demonstrate how the evolution of the open innovation initiative is linked to the state of the art in HRM and open innovation literature. The framework identifies HRM practices for both internal and external participants in the open innovation effort. Much of this HRM is done off the books, in a setting separate from the host company. By providing actual evidence of how firms use HRM to manage open innovation projects, our research adds to the scant and mostly theoretical literature linking open innovation and HRM.