YouTube is changing the way it measures success on the world’s biggest video site following a series of scandals. There’s just one problem: The company is still deciding how this new approach works.
The Google division introduced two new internal metrics in the past two years for gauging how well videos are performing, according to people familiar with the company’s plans.
One tracks the total time people spend on YouTube, including comments they post and read (not just the clips they watch). The other is a measurement called “quality watch time,” a squishier statistic with a noble goal: To spot content that achieves something more constructive than just keeping users glued to their phones.
The changes are supposed to reward videos that are more palatable to advertisers and the broader public, and help YouTube ward off criticism that its service is addictive and socially corrosive. Creating the right metric for success could help marginalize videos that are inappropriate, or popular among small but active communities with extreme views. It could also help YouTube make up for previous failures in curbing the spread of toxic content.
YouTube, like other parts of Alphabet Inc.’s Google, uses these corporate metrics as goal posts for most business and technical decisions — how it pays staff and creates critical software such as its recommendation system. But the company has yet to settle on how the “quality watch time” metric works, or communicate how the new measure will impact millions of “creators” who upload videos to the site.
Starting in 2012, YouTube rebuilt its service and business model around “watch time,” a measure of how much time users spent viewing footage. A spokeswoman said the change was made to reduce deceptive “clickbait” clips. Critics inside and outside the company said the focus on “watch time” rewarded outlandish and offensive videos.
YouTube declined to comment on the new metrics, but a spokeswoman said that “there are many metrics that we use to measure success.” The company also did not share whether it has abandoned “watch time.” But its leaders have said repeatedly that they are addressing its content problem. They have stressed that they want to do more than punish people who upload or spread nasty videos.
Executives there recently began talking about rewarding content based on a rubric for responsibility. The company “saw how the bad actions of a few individuals can negatively impact the entire creator ecosystem, and that’s why we put even more focus on responsible growth,” Susan Wojcicki, YouTube’s chief executive, wrote in a February blog post.
To date, most of the efforts YouTube has cited publicly are about its recommendation engine, which promotes videos based on their content and viewer behavior. A spokeswoman said YouTube changed the algorithm for that system in 2016 to “focus on satisfaction.” They gauge this with “several factors,” including viewer surveys, how often people share clips and the “like” and “dislike” buttons on videos.
The two new metrics — tracking total time on site and “quality watch time” — influence a lot more than just YouTube recommendations, according to the people familiar with the plans, who asked not to be identified because the matter was private. The measurements also help dictate how YouTube surfaces videos in search results, runs ads and pays the creators who make videos.
Deciding what is a “quality” video, or which clips are “responsible,” is difficult even for humans. YouTube is trying to pull off this feat with a combination of software and employees, making the task even harder. It’s a risky change. The video service generates most of its revenue through advertising, and the business works best when as many people as possible are spending as much time as possible on YouTube. Hence executives’ obsession with engagement stats. Adding murkier metrics to the mix could crimp ad revenue growth.