Shel Israel has pointed out why corporate online video rocks, and I couldn’t agree more. In my organization, for more than a year now, we’ve been successfully using online video to communicate with and, though it’s a bad word sometimes, entertain staff.
Through our monthly online newsmagazine, we’ve incorporated video as integral component to reach out to staff. This publication–Communique, that I redesigned and revived a few years ago–is a hit with staff. Survey after survey have demonstrated that people love it and want more of it. The highest survey scores always go to our staff profiles, our photography from around the organization and, now, the videos. The lowest-rated sections, incidentally, are always anything from “above,” that is, material from our executive, HR and training department. These areas don’t have to score so poorly, but that’s an item for another post.
While I keep chipping away, through more official channels, evangelizing blogs and other innovative ways to communicate with staff–and external clients–we’ve quietly flown under the radar with our videos and have proven how effective they are.
While I’ve already mentioned one measurement of our success–surveys–there is another metric which I think tells the story from another angle: we’ve drawn negative attention of some management. My inner non-conformist finds this satisfying, while my strategic communications side can’t help but shake its head at the misunderstanding and missed opportunities. Just to be clear, these videos are not random skits or material pulled off YouTube: they are corporate-focused, staff-focused clips covering official events and streeters with employees on various themes. Basically, it’s about work. But still, the fact that “conversations” take place for “an hour” after the videos are published is a bit of a problem.
It’s easy to be snarky when faced with this sort of blowback–Must. Fight. Urge.–but I’m heartened, because it’s really a great opportunity to educate upper management and, while the groundwork is being prepared for future offerings, communicate with staff and help enliven and humanize the corporate culture.
And if one or two people are entertained in the meantime, well, I’m prepared to live with the consequences.