Executives may be using social media as a crutch to build culture and seem accessible — Deloitte Survey

Workplace Culture Executives may be using social media as a crutch to build culture and seem accessible – but good leadership can't be dialed-in. Norms for building an exceptional culture and organization have not changed. 45% 41% of Executives compared with only 45% of Executives say social media has a positive impact on workplace culture while only 27% Employees agree. As it relates to management visibility, 38% of Executives say social media allows for increased 41% 38% 27% 21% of Employees believe that social networking 21% 17% helps build and maintain workplace culture. transparency while only 17% of Employees agree. Social media allows managers at my company to be more transparent with employees, which builds a more positive workplace culture. Social media and online collaboration tools are critical to building and maintaining relationships with colleagues. Social networking helps my company build and maintain workplace culture. Social networking and online collaboration help me feel connected to my company and its leadership. Social media has a positive impact on workplace culture. 38% 17% 46% 27% 41% 21% 45% 27% 37% 22% EXECUTIVE EMPLOYEE DIFFERENTIAL: 21% DIFFERENTIAL: 19% DIFFERENTIAL: 20% DIFFERENTIAL: 18% DIFFERENTIAL: 15% In contrast, employees rank intangible elements such as regular and candid communications (50%) employee recognition (49%) and access to managementlleadership (47%) highest. To be an exceptional organization, companies must focus on the intangible elements of culture-building. When asked what factors impact culture, 62% 65% executives ranked tangible elements such as financial performance (65%) Financial Performance Affects Culture Compensation Affects Culture 50% 49% 47% and compensation (62%), 33% among the highest whereas those factors were among the lowest for employees. 29% 41% 24% DIFFERENTIAL DIFFERENTIAL Regular and Candid Communications Employee Recognition Access to Management/ Leadership Source: Deloitte's Core Values and Beliefs Survey As used in this document, "Deloitte" means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Deloitte. Workplace Culture Executives may be using social media as a crutch to build culture and seem accessible – but good leadership can't be dialed-in. Norms for building an exceptional culture and organization have not changed. 45% 41% of Executives compared with only 45% of Executives say social media has a positive impact on workplace culture while only 27% Employees agree. As it relates to management visibility, 38% of Executives say social media allows for increased 41% 38% 27% 21% of Employees believe that social networking 21% 17% helps build and maintain workplace culture. transparency while only 17% of Employees agree. Social media allows managers at my company to be more transparent with employees, which builds a more positive workplace culture. Social media and online collaboration tools are critical to building and maintaining relationships with colleagues. Social networking helps my company build and maintain workplace culture. Social networking and online collaboration help me feel connected to my company and its leadership. Social media has a positive impact on workplace culture. 38% 17% 46% 27% 41% 21% 45% 27% 37% 22% EXECUTIVE EMPLOYEE DIFFERENTIAL: 21% DIFFERENTIAL: 19% DIFFERENTIAL: 20% DIFFERENTIAL: 18% DIFFERENTIAL: 15% In contrast, employees rank intangible elements such as regular and candid communications (50%) employee recognition (49%) and access to managementlleadership (47%) highest. To be an exceptional organization, companies must focus on the intangible elements of culture-building. When asked what factors impact culture, 62% 65% executives ranked tangible elements such as financial performance (65%) Financial Performance Affects Culture Compensation Affects Culture 50% 49% 47% and compensation (62%), 33% among the highest whereas those factors were among the lowest for employees. 29% 41% 24% DIFFERENTIAL DIFFERENTIAL Regular and Candid Communications Employee Recognition Access to Management/ Leadership Source: Deloitte's Core Values and Beliefs Survey As used in this document, "Deloitte" means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Deloitte. Workplace Culture Executives may be using social media as a crutch to build culture and seem accessible – but good leadership can't be dialed-in. Norms for building an exceptional culture and organization have not changed. 45% 41% of Executives compared with only 45% of Executives say social media has a positive impact on workplace culture while only 27% Employees agree. As it relates to management visibility, 38% of Executives say social media allows for increased 41% 38% 27% 21% of Employees believe that social networking 21% 17% helps build and maintain workplace culture. transparency while only 17% of Employees agree. Social media allows managers at my company to be more transparent with employees, which builds a more positive workplace culture. Social media and online collaboration tools are critical to building and maintaining relationships with colleagues. Social networking helps my company build and maintain workplace culture. Social networking and online collaboration help me feel connected to my company and its leadership. Social media has a positive impact on workplace culture. 38% 17% 46% 27% 41% 21% 45% 27% 37% 22% EXECUTIVE EMPLOYEE DIFFERENTIAL: 21% DIFFERENTIAL: 19% DIFFERENTIAL: 20% DIFFERENTIAL: 18% DIFFERENTIAL: 15% In contrast, employees rank intangible elements such as regular and candid communications (50%) employee recognition (49%) and access to managementlleadership (47%) highest. To be an exceptional organization, companies must focus on the intangible elements of culture-building. When asked what factors impact culture, 62% 65% executives ranked tangible elements such as financial performance (65%) Financial Performance Affects Culture Compensation Affects Culture 50% 49% 47% and compensation (62%), 33% among the highest whereas those factors were among the lowest for employees. 29% 41% 24% DIFFERENTIAL DIFFERENTIAL Regular and Candid Communications Employee Recognition Access to Management/ Leadership Source: Deloitte's Core Values and Beliefs Survey As used in this document, "Deloitte" means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Deloitte. Workplace Culture Executives may be using social media as a crutch to build culture and seem accessible – but good leadership can't be dialed-in. Norms for building an exceptional culture and organization have not changed. 45% 41% of Executives compared with only 45% of Executives say social media has a positive impact on workplace culture while only 27% Employees agree. As it relates to management visibility, 38% of Executives say social media allows for increased 41% 38% 27% 21% of Employees believe that social networking 21% 17% helps build and maintain workplace culture. transparency while only 17% of Employees agree. Social media allows managers at my company to be more transparent with employees, which builds a more positive workplace culture. Social media and online collaboration tools are critical to building and maintaining relationships with colleagues. Social networking helps my company build and maintain workplace culture. Social networking and online collaboration help me feel connected to my company and its leadership. Social media has a positive impact on workplace culture. 38% 17% 46% 27% 41% 21% 45% 27% 37% 22% EXECUTIVE EMPLOYEE DIFFERENTIAL: 21% DIFFERENTIAL: 19% DIFFERENTIAL: 20% DIFFERENTIAL: 18% DIFFERENTIAL: 15% In contrast, employees rank intangible elements such as regular and candid communications (50%) employee recognition (49%) and access to managementlleadership (47%) highest. To be an exceptional organization, companies must focus on the intangible elements of culture-building. When asked what factors impact culture, 62% 65% executives ranked tangible elements such as financial performance (65%) Financial Performance Affects Culture Compensation Affects Culture 50% 49% 47% and compensation (62%), 33% among the highest whereas those factors were among the lowest for employees. 29% 41% 24% DIFFERENTIAL DIFFERENTIAL Regular and Candid Communications Employee Recognition Access to Management/ Leadership Source: Deloitte's Core Values and Beliefs Survey As used in this document, "Deloitte" means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Deloitte. Workplace Culture Executives may be using social media as a crutch to build culture and seem accessible – but good leadership can't be dialed-in. Norms for building an exceptional culture and organization have not changed. 45% 41% of Executives compared with only 45% of Executives say social media has a positive impact on workplace culture while only 27% Employees agree. As it relates to management visibility, 38% of Executives say social media allows for increased 41% 38% 27% 21% of Employees believe that social networking 21% 17% helps build and maintain workplace culture. transparency while only 17% of Employees agree. Social media allows managers at my company to be more transparent with employees, which builds a more positive workplace culture. Social media and online collaboration tools are critical to building and maintaining relationships with colleagues. Social networking helps my company build and maintain workplace culture. Social networking and online collaboration help me feel connected to my company and its leadership. Social media has a positive impact on workplace culture. 38% 17% 46% 27% 41% 21% 45% 27% 37% 22% EXECUTIVE EMPLOYEE DIFFERENTIAL: 21% DIFFERENTIAL: 19% DIFFERENTIAL: 20% DIFFERENTIAL: 18% DIFFERENTIAL: 15% In contrast, employees rank intangible elements such as regular and candid communications (50%) employee recognition (49%) and access to managementlleadership (47%) highest. To be an exceptional organization, companies must focus on the intangible elements of culture-building. When asked what factors impact culture, 62% 65% executives ranked tangible elements such as financial performance (65%) Financial Performance Affects Culture Compensation Affects Culture 50% 49% 47% and compensation (62%), 33% among the highest whereas those factors were among the lowest for employees. 29% 41% 24% DIFFERENTIAL DIFFERENTIAL Regular and Candid Communications Employee Recognition Access to Management/ Leadership Source: Deloitte's Core Values and Beliefs Survey As used in this document, "Deloitte" means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Deloitte.