Verkada initiate 3-3-3 perk program to foster a connected and collaborative work culture
The Verkada's 3-3-3 perk program is that three people go out and talk, and chances are something work-related will come up, which ultimately benefiting the organization and Verkada will refund the expenses
Verkada, a cloud-based security startup, is encouraging employee connection in a novel way: they’re paying for it. Their “3-3-3” benefit, which enables any three employees to allow meals and beverages after 3 p.m. on company cost, has sparked speculation and raised doubts about whether this benefit is a clever business move or just a lighthearted joke.
Filip Kaliszan, CEO of Verkada, thinks the latter. “The idea is that three people go out and talk, and chances are something work-related will come up, ultimately benefiting us,” he said in a recent podcast elaborating on the program’s concept. By lowering barriers to engagement, this informal collaboration—which is especially important for a startup fighting in an industry dominated by tech giants—is fostered.
Simple rules apply: up to $30 per person, no prior approval, and only a brief photo taken on the assigned Slack channel following the hangout. Almost all 1,800 employees have used it at least once, indicating substantial participation. Verkada recommends using it once or twice a week, emphasizing regularity.
However, money is not the only factor. Kaliszan emphasizes that the program’s ability to change culture is what makes it successful. Meals with coworkers could be reimbursed prior to 3-3-3, but office signage and aggressive marketing made the program visible. He explains, “It wasn’t about the budget; it was about everyone believing they could pull it off and being enthusiastic about it.”
Verkada’s policies are infused with this emphasis on corporate culture. Following a brief period of virtual work due to the epidemic, Kaliszan called everyone back, citing communication problems that arise from working remotely. Verkada has since implemented a rigorous in-person policy, intentionally shuns virtual work, and even factors in commute hours when making employment offers.
This focus on face-to-face communication extends to the selection of locations. Verkada gives priority to “cool” downtown neighborhoods and encourages natural staff engagement outside of the 3-3-3 schedule.
Although Verkada CFO Kameron Rezai agrees that recessions may call for reassessing benefits, the program’s main goal is to provide workers with the confidence to take charge of their interactions in order to promote a cohesive and connected workplace culture.
Verkada’s audacious endeavor poses fascinating queries. Is it possible for artificial social engagement to genuinely promote real connections and propel corporate success? Time will tell if the 3-3-3 benefit is a passing trend or a brilliant idea. But one thing is certain: the world is paying close attention as Verkada places a large wager on the strength of human connection.
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