The People Management (PM) area in the Brazilian public service has undergone intense
transformations in recent years, especially in the case of Federal Higher Education Institutions
(IFES). One of the main challenges is to carry out the proposals contained in institutional
strategic planning more effectively, but with scarce financial resources. This includes the
necessary engagement of managers and civil servants to achieve the institutional mission.
Therefore, it is important to understand how the people management model is presented in
university practice, observing in which aspects it is deficient and what its potential is. In view
of this, this study sought to apply an organizational diagnosis to understand how the People
Management model is presented in practice at the Federal University of Tocantins. The tool
used was the diagnosis proposed by Miranda (2018), aimed at identifying five elements,
namely: Guidelines, Structure, Autonomy, Governance and Social System, through the case
study applied to the unit responsible for managing the institution's staff, the Pro-Rectory for
People Management and Development. The approach used was qualitative and quantitative,
with documentary research and field research, which was subdivided into questionnaires and
semi-structured interviews. The data showed that the institution's people management mixes
aspects of the three people management models, ranging from the personnel department to
human resources management and on to strategic people management. In addition, it was
identified that the area is well consolidated in the Guidelines, Structure and Autonomy
elements, but has aspects to improve in the Governance and Social System elements. The results
show that the field of people management has never been as important as it is now, considering
the current scenario of intense transformations in the world of work, in which people are the
main asset of organizations. As a result, strategic thinking is no longer an option, but a
requirement for all types of organizations.
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