Analysis of Deloitte's Social Media in Business Communication

This report analyzes Deloitte's strategic use of social media for internal communication and business management. It explores how Deloitte leverages social media platforms to enhance employee engagement, facilitate collaboration, and improve internal communication processes. The report discusses the advantages of social media in internal communication, such as improved knowledge sharing, organizational insights, and employee participation. It also addresses the potential risks associated with social media use, including data security concerns and the need for employee training. Recommendations are provided to mitigate these risks, including the implementation of data security measures, training programs on ethical issues, and promoting transparency. The report concludes that successful implementation of social media for professional use requires a culture-oriented approach and an awareness program among employees regarding the core values of the process, ensuring that employees utilize social media to improve their work, implement new strategies, and provide new insights on Deloitte's operations. The report references several academic sources to support its findings.

Running head: INTERNET AND COMMUNICATIONS IN BUSINESS MANAGEMENT
Internet and Communications in Business Management
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Introduction
Social media is the dimension that reshapes the entire system of how people access
information, picturize a particular product or service, and how people take part in the
exchange of information. Deloitte has been able to grasp the complex system of the influence
of social media on different sector of the society like education, marketing and advertisement
and even to achieve the perfect collaboration in non-profit organizations (Goetsch & Davis,
2014). As far as Deloitte is concerned with the strategic usage of social media, it has been
able to enrich its existing brand image by providing the consumers with an interface on which
they can interact and exchange information. Owing to the fact that social media changes the
entire physical entity that evaluates people’s perception of colors, images which ultimately
influence how the consumers are receiving the entire information. Deloitte like many other
successful business set-ups has been successful in building up a strong presence in social
media that has the power to facilitate many-to-many, one-to-one networking online and
enhanced its marketing strategy with the several advantageous aspects of the media like the
concept of file sharing, and network structuring.
Discussion
What facilitated the popularity of Deloitte’s social media interaction and engagement
is the fact that it allowed the customers to interact in a more candid manner against the
backdrop of the brand Deloitte that further strengthened the image of the company. As far as
internal organization of Deloitte is concerned it has also spared adequate attention to keep
their employees motivated and therefore has devised strategies to incorporate social media in
internal communication. With the support of application developers Deloitte has also been
able to make use of apps especially tailored to suit the company’s needs and preferences
(Goetsch & Davis, 2014). The platform has allowed the employees to engage themselves into

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conversation at the most grassroots level. As Deloitte deals extensively with finance and data,
it has the responsibility to maintain much more secured social media campaign that would not
consequent in data breach or disclosure of sensitive data do not take place (Stieglitz et al.,
2014). Therefore, at this juncture Deloitte has launched a rather effective internal
communication system
The concept of social media and internal communication at Deloitte
Deloitte has successfully demonstrated the strength of internal communication and its
potential impact on the employees. The internal social media communication has led to an
effective collaboration between the different departments, increasing the employees’
knowledge regarding the organization. As per data social media would be responsible for
enhancing the overall performance of any business organization in the upcoming years
(Coombs & Holladay, 2018). Deloitte’s social media usage for the purpose of internal
organizational communication is largely depended on three core areas which are content
development, social interaction and improved technology which allows the data and content
to be solely accessed by the employees of the organization.
How Deloitte has been able to change the communication system within the
organizational structure is by the thorough management of messages, important files, links
and pdf accessed or edited by any employees working in the organization. This has enabled in
achieving a thorough authentication of the employee access, and assurance that not
unauthenticated third party users are accessing the important files of the company. According
to the opinion of Grajales III et al., (2014) Deloitte has gained the utmost commitment of the
employees in achieving the corporate objectives that Deloitte has set for itself. Over the
years, the effective internal communicational process that Deloitte has ensured with the help
of social media has enabled them to communicate organization issues in order to solve them

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in a simplified manner, share organizational insights that would assure greater efficiency in
organizational operation amongst the different departments. Market analysts have also
provided a directly proportional relationship with social media internal communication and
employee engagement with the organization since it brings together people on a common
ideological platform of the organization (Tuten & Solomon, 2017). This particularly
contributes to employee participation achieved with the help of tools like wikis, blog posts,
forums, microblogs, activity feeds and file repositories has improved the entire experience of
social media based internal communication system (Coombs & Holladay, 2018).
One of the many advantageous facet of social media based internal communication is
the fact that it allocate for is the extensive environment of debate and conversation via which
they are able to keep the company ahead in the market with an awareness regarding the
changing trends in the market. It could serve as unique platform where Deloitte with the help
of extensive measures can bring together employees belonging from different background
and exchange different perspectives regarding Deloitte (Archer-Brown & Kietzmann, 2018).
However it additionally has the disadvantage of conflict amongst employees who possess
different viewpoints and ideas regarding the same. This uncertainties and conflicts can
however be avoided if the company is providing adequate amount of training to the
employees that would help them to align their skills and objectives with Deloitte’s (Moreno
et al., 2015). With the entire phenomenon of social media usage for the benefit and
acceleration of internal communication there are certain risks associated as far the opinions of
market researchers are concerned. Deloitte should be able to spare attention whether the
process of a smoothened internal communication is reducing employee productivity or
making them less direct or shying them away from confrontations unless and until they are
taking place virtually. This would necessarily have a deep impact on the overall
organizational behavior of Deloitte.

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Conclusion
From the above discussion it can be concluded that successful implementation of
social media for a more professional usage by Deloitte can only be achieved if it is culture-
oriented and with an awareness program amongst the employees regarding the core values of
the entire process. The employees should be assessed in such a manner as to assure they are
not misguided by the medium. It can be firmly asserted that Deloitte should be focused
whether employees are utilizing social media as a backbone for improving their work,
implementing new strategies and ideas and using as a means to provide new insights on the
operations of Deloitte.

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Recommendations
I. Deloitte should be aware of the possible risks of spamming on company information
and data as well as identity threat. It can therefore implement strategies like hiring
data security experts and implanting a SPAM filter that can automatically detect blank
senders and viruses (Moreno et al., 2015).
II. Training programs regarding ethical issues and policies of data sharing and penalties
should be provided to the employees from beforehand. The company should also
ensure that all the information are kept transparent within the employees.
III. The employees should also be provided with extensive training regarding the case of
data loss and its possible prevention, password protection methods and therefore
bringing a degree of clarity on the entire process of communication.
IV. Deloitte apart from emphasizing on the consistency of social media for sharing
information should also make space for a platform where different employees will be
able to share creative ideas relevant to the departments. This will not only provide a
space for the blooming of merit but also motivate the other employees to contribute
with their share of inventive ideas that would help in the operational process of
Deloitte (Tuten & Solomon, 2017).

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Reference List:
Archer-Brown, C., & Kietzmann, J. (2018). Strategic knowledge management and
enterprise social media. Journal of Knowledge Management.
Coombs, W. T., & Holladay, S. J. (2018). Social issue qua wicked problems: the role of
strategic communication in social issues management. Journal of Communication
Management, 22(1), 79-95.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational
excellence. Upper Saddle River, NJ: pearson.
Grajales III, F. J., Sheps, S., Ho, K., Novak-Lauscher, H., & Eysenbach, G. (2014). Social
media: a review and tutorial of applications in medicine and health care. Journal of
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Moreno, A., Navarro, C., Tench, R., & Zerfass, A. (2015). Does social media usage
matter? An analysis of online practices and digital media perceptions of
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Stieglitz, S., Dang-Xuan, L., Bruns, A., & Neuberger, C. (2014). Social media
analytics. Business & Information Systems Engineering, 6(2), 89-96.

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Trainor, K. J., Andzulis, J. M., Rapp, A., & Agnihotri, R. (2014). Social media
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