Inovação na política de gestão de pessoas do poder executivo mineiro: uma análise das estratégias implementadas no período de 2021 a 2024

Abstract

Human resource management innovation (HRMI) has gained relevance as a strategic domain capable of transforming organizational practices and enhancing institutions’ capacity to respond to contemporary social demands. In the case of the Government of the State of Minas Gerais, this topic becomes even more significant given the history of administrative reforms, persistent fiscal challenges, and the accelerated changes imposed by the COVID-19 pandemic. In this context, the present study aimed to identify whether the Human Resource Management Policy of the State Executive Branch incorporated innovative practices between 2021 and 2024. The specific objectives were: (a) to map the actions and practices implemented during the period; (b) to identify public servants’ perceptions regarding the degree of innovation of these practices; and (c) to describe the challenges faced in the process. The investigation is justified by the existing gap in the literature on innovation in HRM within complex organizations, the importance of conducting longitudinal studies, and the need to understand how institutional practices evolved following external environmental changes. A qualitative methodology was adopted, with data collected through bibliographic review, document analysis, and semistructured interviews. The method used was a case study within the Central Superintendence of Human Resource Policy (SCPRH/SEPLAG). Institutional documents were analyzed and interviews were conducted with strategic actors, guided by analytical criteria drawn from the literature: degree of novelty, intentionality, stakeholder participation, strategic alignment, systemic character, use of technology, degree of change, collective learning, degree of disruption, results, and institutionalization. The analysis also considered practices commonly identified as HRM innovations, such as competency development, performance evaluation, recruitment and selection, career management, new technologies, and management practices aligned with strategy. Data interpretation was further structured around the analytical triad of strategy, structure, and processes. The results indicate that the Government of Minas Gerais predominantly adopted incremental innovations between 2021 and 2024, with stronger evidence in leadership selection (Transforma Minas), performance management (improvements in the ADI/ADGP models and the AED pilot), and telework. A formal alignment was identified between strategic guidelines (PMDI 2019–2030; PPAG 2021–2024) and HRM policies, although limitations related to institutional capacity and sectoral asymmetries persist. This study contributes by operationalizing the concept of HRM innovation with simple and applicable criteria for the public sector, in addition to offering guiding questions and initial indicators for future monitoring. It concludes that, despite relevant advances, the systemic consolidation and long-term sustainability of innovations remain challenges. The study reinforces the importance of strengthening state capacities, deepening innovative practices, and expanding research on their impacts on performance and public value creation.