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Purpose This paper aims to look at how participant photography can be used in human resource development (HRD) as a research method that is innovative and inclusive. In published work on traditional photo elicitation methods, the participant is shown previously prepared visual images to create knowledge. This can provoke an inaccurate depiction due to the images being previously prepared. Participant photography differs greatly from the traditional photo-elicitation method. In participant photography, the participant is provided with the opportunity to capture their own visual images of the surrounding environment, allowing for data to be captured through their own eyes. More notably, participants voice their own experiences after taking the photographs as a means for providing rich data for researchers. Design/methodology/approach Participant photography is an innovative qualitative research method where the research participant is encouraged to document their lived experiences through images taken by the participant. Additionally, the participants take part in individual interviews and group individual sessions to further explain the images. Findings The research findings can lead to deeper insight into the research topic and even accommodate potential issues related to literacy and language barriers. By introducing a new qualitative research method to HRD, the lived experiences can be documented and examined in a new, different and arguably more accurate way. Research limitations/implications Literature discussing participant photography in HRD is limited. Although this limitation puts constraints on this study, it creates an opportunity to further define how participant photography can be used in HRD. This method offers a means for HRD researchers and practitioners to focus on the voices of participants to improve organizations. Practical implications This study addresses how participant photography can be used in the field of HRD by describing the process of participant recruitment, implementation of the method, participant interviews, group discussion and analysis. Specifically, this study focused on the practical application, including the method’s strengths, potential weaknesses and ethical challenges. Social implications The method of participant photography has been commonly used in community-based studies, public health projects and medical research projects, yet in ever-changing HRD needs, there are many advantages for the field of HRD to implement this method. Originality/value Although the concept of participant photography is still in its infancy in HRD, this study explains how participant photography can be used for both researchers and practitioners to gain a deeper understanding and knowledge of topics related to HRD.

We investigated the parameters of authenticity, balance, and challenge as viewed through the lens of the Kaleidoscope Career Model to discern the career motives of women who opted out and then returned to the workforce. We also were interested in comparing women and men in their leader practices. We triangulated quantitative and qualitative methods to explore these phenomena. First, in Study 1, 2009 individuals completed both the Kaleidoscope Career Self Inventory (the KCSI) as well as an abbreviated version of Kouzes and Posner’s Leadership Practices Inventory (the LPI). Participants rated their needs for authenticity, balance, and challenge on the KCSI as well as their leader practices of challenging the process, inspiring a shared vision, modeling the way, enabling others to act, and Encouraging the Heart. Women were found to exceed the leader practices of men, and women were most interested in authenticity. In Study 2, situational mapping and life history process was used to determine themes of eight high-achieving women who opted out. We interviewed an additional 15 women to deeply understand and assess their opt-out and re-entry experiences as well as “career shocks” they experienced upon returning to the workforce. Our second study offers a robust, deep, penetrating look into social ascription processes and endemic discriminatory social structures that hold women back from achieving advancement. To stop this “brain drain” of talent, we propose a series of actions for human resource professionals to develop the authentic leadership talent of women who reenter the workforce.