In the past, Dropbox only helped pay for employee moves when the company specifically asked the employee to relocate. “I’ve never felt more loyal to a company in my life,” she says. Never mind that she’s currently the only C-suite executive at Dropbox who lives outside of California. Thanks to the new policy, Collins, her husband and their new baby moved from San Francisco to a more affordable home in Rye, N.Y., where she could live close to her family. “I get energy connecting with people and that’s harder in a virtual environment.” Instilling employee loyaltyĭropbox’s changes have perhaps no bigger fan than Melanie Collins, the company’s chief people officer, who only recently returned from maternity leave. (They have daughters, ages 5 and 2.)īut she does miss some things about going to work, such as the Wednesday afternoon breaks Dropbox workers would typically take together to enjoy freshly-baked cookies and take time to chill out. Thanks to the new virtual policy, she recently moved from San Francisco to San Rafael, Calif., the county seat of Marin County, where she and her husband purchased a larger home to accommodate their growing family without the stress of a daily commute. What many Dropbox employees seem to like best about Virtual First isn’t just that they rarely have to show up at the office anymore, but that they now can live anywhere they want.īeauty Nazzaro, a producer on the Dropbox brand studio team, says it’s almost impossible for her to imagine working full-time from the office again. A recent survey in the second quarter of 2022 found that more than three in four employees feel like they have more work-life balance under Virtual First, and 78% said they’re more productive working virtually. A whopping 88% of Dropbox employees said they preferred the flexibility to work remotely, according to a 2020 employee survey.
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So far, most employees seem to be happy with the change-even if it means losing all the free food and yoga lessons. In late spring, for example, when CEO Houston was visiting New York, he hosted a Happy Hour for New York City employees on the rooftop deck of a chi-chi New York City restaurant where more than 100 employees gathered-many meeting each other for the first time. So the company created Dropbox Neighborhood which gives workers positive incentives to gather.
Virtual work also requires inventive ways to encourage employees to meet up in person-particularly to meet other Dropbox employees who aren’t even on their teams. The other four hours are for working on personal projects or sometimes attending to personal needs. That’s also when virtual group meetings are held. That’s why Dropbox developed “core collaboration hours” which requires members of each team to be at their computers-and available to communicate with all other team members-for a four-hour block each day.
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Some things about the new virtual office at Dropbox required extra planning-like how to make certain that teams can regularly communicate with each other at the same time every day. “We’re giving our teams the flexibility to work from anywhere without being tied to the office.” “We’re trying to get the best of both worlds,” says Houston. Houston also plans to develop more opportunities for offsite meetings. In-person interaction, which Houston considers critical, will now be only occasional and take place in the newly designed Dropbox Studios, a state-of-the-art gathering place.
That’s forced companies like Dropbox to create some new basic guidelines. The new rule might feel, taste, and smell to most employees as if there are no rules. The unwritten rule that once required butts firmly placed in office chairs is out the window.
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