Application of Design Thinking in Digital Transformation in Human Resources in the Public Sector

Abstract

The digital transformation of public sector organizations is often hindered by bureaucratic rigidity, inefficient processes, and resistance to change. This study explores how Design Thinking can drive innovation in the Department of People Management at the Court of Auditors, addressing these challenges through a user-centered approach. Using a mixed-methods methodology, the research combines qualitative interviews with people management leaders and quantitative surveys with employees to identify inefficiencies and co-develop solutions. Key pain points include complex leave request workflows, lack of integration with digital tools, and communication gaps. To tackle these issues, Design Thinking was applied iteratively, facilitating collaborative workshops, prototyping, and continuous stakeholder engagement to develop a more efficient, automated leave management system. This solution improved transparency, accessibility, and decision-making, reducing administrative burden and enhancing regulatory clarity. The findings indicate that Design Thinking fosters problem-solving, streamlines people management processes, and promotes adaptability within bureaucratic institutions. By embedding empathy, co-creation, and iterative problem-solving into digital transformation efforts, this approach enables sustainable innovation in public sector organizations. The study contributes to the broader field of digital government by presenting a replicable framework for modernizing people management practices. Future research could assess the long-term impact of these interventions and explore their applicability to other domains of public administration, ensuring continuous improvements in efficiency, service delivery, and user experience.