Just because podcasts have become a popular means of communication in a broader sense doesn’t mean that they’re the slam-dunk tactic to successfully achieve every kind of communications objective. Still, that’s what an increasing number of large corporations have decided to do.
And yet … an article by writers Austen Hufford and Patrick McGroarty that appeared last week in The Wall Street Journal paints a picture of what many of us have suspected all along about podcasts that are produced by corporations for their employees and other “stakeholders.”
These self-important testaments to “corporate whatever” have as much impact as the printed memos of yore – you know, the ones with sky-high BS-meter ratings – had.
Which is to say … not much.
Invariably, podcast topics are ones which next to no one in the employee trenches cares anything about. As a result, corporate podcast open stats are abysmal – running between 10% and 15% if they’re lucky.
And the paltry open rates alone don’t tell the entire story. How many people are tuning them out after just a minute or two of listening, once it becomes clear that it’s yet another yawner of a topic that senior leadership deems “important” and that corporate communications departments try mightily but unsuccessfully to bring alive.
More often than not, the production values of these corporate podcasts have all the pizzazz of a cold mashed potato sandwich. Consider this breathless declaration by PR director Lindsay Colker in a December 18th Netflix podcast:
“I think that Netflix has taught me so much more than information about a job. The person that I was, coming into Netflix, is an entirely different person than the person I am now.”
This response, posted by a Netflix employee on the Apple iTunes store site, is all-too-predictable:
“Hard to follow, boring and dry hosts, and tooooo long.”
Or this recent American Airlines podcast that covered the company’s three major strategic objectives for 2019. After company president Robert Isom described the strategies for the podcast audience, host Ron DeFeo, an American Airlines communications vice president exclaimed, “That’s awesome!”
Employee reaction was far different. Here’s one response from an American Airlines pilot:
“How about you tell me why I should listen to this? A healthy employee doesn’t live and breathe their job 24/7, and the last thing they’re going to do after being on a plane for 12 hours is listen to a podcast.”
Perhaps because of this kind employee pushback, one company, Huntington Ingalls Industries, permits its workers to count the time they spend listening to the company’s podcast on their time sheets.
One suspects that absolutely every HII employee is posting 15 minutes on their timesheets each time a podcast is released – whether or not they’re actually listening to it. (That may also explain why each HII podcast is strictly limited to just 15 minutes in length …)
Every company interviewed by the writers of The Wall Street Journal story admitted that engagement levels with their corporate podcasts are disappointing. PPG Industries’ response is illustrative. With only a few hundred listeners tuning in each month out of a total employee base of more than 47,000 workers, “We have a ways to go,” admits Mark Silvey, PPG’s director of corporate communications.
What do you think? Will corporations find themselves riding a wave of success with their podcasting? Or are they swimming upstream against the triple currents of apathy, ennui, and snark? Will corporate podcasting become tomorrow’s “obvious tactic” or end up being yesterday’s “glorious failure”? Feel free to share your perspectives with other readers.
One thought on ““Wake me when it’s over”: Corporate podcasting goes over like a zinc zeppelin with employee audiences.”
Call me ancient, but this seems ridiculously narcissistic.
The last thing I’d want to hear from a manager is the otherwise-alarming notice that “he’s now an entirely different person”. Maybe he should wait to see who stole his personality before coming to work!
The self-importance of authority never changes. Anyone who ever saw a military training film on hygiene or manners will recall the narrator’s disapproving stare aimed at the disobedient. It was so badly acted and so much the same from film to film, whole rooms of troops would burst out laughing at the thought that the Army could try to go artsy and pinch-hit as an etiquette instructor. The films were terrible.
It’s boring enough when the only relief from a corporate strategy meeting is to be had from eating cream cheese, as the ubiquitous Kraft commercial hints at. But at least the company is staying in lane. It’s worse when managers decide they want to be Mark Zuckerberg, worm their way into your life with podcasts, and bore you to death under the guise of being warm and fuzzy and hip. It’s just a new form of corporate pomposity.
The proper response should be: “Don’t do things you are bad at! Get out of my after-business-hours life! And show me the money!”