Protecting Against Proximity Bias in a Flexible Workplace

Author: Victoria Kelleher, HR & Compliance Center Lead Survey Specialist 

November 28, 2023

Over the past few years, the precautions employers have had to take to protect public health have rapidly undermined our concept of a “normal” day at work. At the start of the pandemic, employers adapted many positions that previously required employees to show up onsite to an online format without majorly disrupting their function. And now that so many have experienced the ways this flexibility can support work-life balance, almost all workers would prefer to work from home at least some of the time.

However, even in organizations that have fully embraced the concept of remote work, there is still some uncertainty about how this type of arrangement works best. Employees who work remotely on a full-time basis face different challenges and need different types of support than their onsite counterparts to ensure that they remain as engaged and productive as possible.

The Problem of Proximity Bias

Remote workers sometimes feel a bit more disconnected from a company’s community than their onsite counterparts. This difficulty connecting works both ways—onsite workers are likely to feel that they are not as close with remote coworkers simply because they do not encounter them as often. This phenomenon is called proximity bias, and it simply describes how people tend to form stronger connections with those who are physically closer to them.

The concept of proximity bias is not new, and it applies in many places beyond the workplace. Psychologists have studied how proximity affects the attitudes we hold toward each other and the formation of relationships for decades. They have found that people are more likely to hold each other in high regard and collaborate when they are physically closer together. Even with advancements in technology allowing us to communicate over long distances, physical proximity still has an effect.

In an increasingly virtual world, onsite workers may have an advantage in winning the favor of leaders simply because leaders are likely to encounter them in person and witness them working. Proximity bias may cause leaders to doubt the work ethic and capabilities of remote workers, which can lead remote workers to be overlooked for promotions or treated as though they are more replaceable. And, in turn, feeling left out may make it difficult for remote workers to perform to their full potential or maintain a sense of engagement with the company’s mission, even if working remotely might otherwise help to improve their performance and productivity.

How to Offset Proximity Bias

Most leaders acknowledge that proximity bias can hinder the ability of remote workers to get ahead in their careers. As employees continue to seek out organizations that can give them some degree of flexibility, companies must take steps to make sure remote workers feel included and see opportunities for growth just as much as onsite workers.   

If employers want to minimize the influence of proximity bias, they can take some conscious steps to help remote workers stay engaged and productive. For example, they can:

• Arrange video meetings with coworkers as a part of the onboarding process for new remote workers to set a strong foundation for community support;
• Teach managers about proximity bias and train them to host regular virtual check-ins with their direct reports to cultivate a sense of familiarity;
• Make onsite meetings accessible to remote workers by setting up a video stream and/or creating opportunities to collect asynchronous feedback (e.g., post-meeting online surveys);
• Build collaborative processes into each remote worker’s workflow to ensure they regularly experience productive virtual meetings with coworkers;
• Create opportunities for coworkers to interact in casual settings wherever possible, either through occasional business meetings or by arranging social virtual meetings;
• Design a structured career development process in which remote workers can clearly communicate their aspirations and see their options for career development; and
• Advocate for remote workers when they are not in the room to speak for themselves by showcasing their work or actively considering them in succession planning.

Although it may not be possible to eliminate the influence of proximity bias entirely, building processes that take it into account can help to ensure that remote workers maintain their engagement and feel on equal footing with their onsite counterparts. This can be an important step to maintaining a sense of equity and belonging in the modern workplace.