Blog, Pitang.
Yuri Tavares
How Design Thinking helped transform people management at TCE-PE
Process Management
Presented at the 26th Annual International Conference on Digital Government Research (dg.o 2025), the paper “Application of Design Thinking in Digital Transformation in Human Resources in the Public Sector” reveals how adopting a user-centered approach contributed to the digital transformation of the Human Resources department at the Court of Accounts of the State of Pernambuco (TCE-PE).
The study originated from the master's research of Pitang collaborator Iury Tavares, developed under the supervision of Professor Marcelo Marinho (UFRPE), with co-supervision by George Valença (Partnership Coordinator, UFRPE) and Robson Medeiros (Research Cell Coordinator, UFRPE). Researcher Uilca Cardoso, from the Court of Accounts of the State of Pernambuco (TCE-PE), also co-authored the paper.
The research provides an in-depth look at how traditional practices in the public sector can be overhauled through active listening, cross-team collaboration, and continuous experimentation, which are the pillars of Design Thinking applied to the context of people management.
A common challenge: bureaucracy, rework, and dissatisfaction
At TCE-PE, as in many public agencies, the vacation request and management process faced significant bottlenecks: too many steps, required signatures, lack of integration with the work calendar, internal communication failures, and record inconsistencies.
These problems resulted in frequent rework, delays, incorrect payments, and improper vacation accrual, generating not only labor risks and administrative impacts, but also frustration among civil servants, managers, and HR itself.
The study starts from this concrete scenario, aiming to gain a deep understanding of the institution's pain points and seek practical, feasible solutions.
The listening and diagnosis process
The research team used a case study methodology, collecting qualitative and quantitative data through interviews with managers from the people management department and a questionnaire administered to court professionals. The interviews, conducted over eight months, were essential for identifying the main pain points in the process and priorities based on the experience of those involved.
In addition, stakeholder mapping was conducted, creating empathy maps and personas to represent the different user profiles of the vacation system: civil servants, team managers, and HR professionals.
These artifacts revealed a shared reality: the rigidity of the processes directly impacted the user experience, making the system unfriendly, prone to errors, and poorly responsive to the organization's real needs.
The practical application of Design Thinking
Based on this diagnosis, the team conducted ideation workshops with participants to brainstorm solution proposals. The generated ideas were evaluated using a feasibility and user expectation matrix.
From there, low- and high-fidelity prototypes were developed, inspired by tools already familiar to users (such as Google Calendar), aiming to make the interface more intuitive and integrated into the team's daily routine.
These prototypes were tested with users in simulated environments, allowing the team to identify flaws, receive feedback, and iteratively refine the solution.
With the validation from testing, the project was sent to the software factory for final application development, paying special attention to employee training and the integration of the new solution into existing workflows.
Results: greater clarity, more agility, less rework
The project's main deliverable was a new vacation management system that is more transparent, automated, and aligned with the needs of different users. The developed solution enabled:
Reduction in the number of steps and signatures in the process;
Integration with the work calendar, avoiding miscalculations;
Elimination of rework caused by record inconsistencies;
Greater visibility and predictability for managers and employees;
Easier adherence to institutional rules, thanks to clearer information.
The new model not only brought operational gains, but also contributed to an organizational culture more open to listening and the active participation of civil servants in building solutions.
A replicable model for other public agencies
One of the greatest merits of this study is its ability to inspire other public institutions facing similar challenges. The user-centered, iterative, and collaborative methodology can be applied to different contexts within public administration, especially in areas where internal processes directly affect the quality of public services delivered to society.
More than a technological shift, the experience at TCE-PE shows that it is possible to transform public management with empathy, active listening, and a focus on people.
