DTI’s approach: Getting down to the last person

DTI has always adhered to the idea that within the Department, people need to be properly engaged; and its understanding of “employee engagement” has been very simple and clear: it is none other than letting “people enjoy and believe in what they do and feel valued for doing it.” This is the fundamental idea behind the tagline: “Proud to be DTI.” In other words, DTI has been seeking to engage its employees so deeply and meaningfully that they get to fully identify themselves

Moe impressive still are the scores that kept improving over the survey years. Clearly, the work environment within the DTI that sought to create in order to optimize employee engagement is not yet perfect; but from the numbers below, it looks like it has been improving significantly. Ms. Jeanne Pacheco reports: “Employee engagement ratings rose from 72.3 in 2010; and 83.0 in 2012; to 88.2 in 2014.” She anticipates that the with DTI. It is almost like saying, on the part of everyone, “I am DTI.”

To give flesh and substance to the idea, DTI in 2010 “embarked on a Human Optimization Program.” It first queried and eventually “measured the level of motivation of DTI employees.” Surveys were undertaken every 2 years, and from the results of the surveys, it was possible to draw “core engagement statements,” Jeanne Pacheco of the Office for Strategy Management of DTI (author of the quotes in this narrative) tabulated the more positive ones under 5 separate categories. They do look impressive. figure for 2016, when it becomes available, would cross the 90.0 mark.

This outcome did not materialize without serious effort and deep commitment from senior DTI officials. It demanded trying to fit the demands of a personnel administrative requirement from the Civil Service Commission into the over-all framework of the Performance Governance System that DTI already embraced and adopted.