What is proximity bias and how does it cause favouritism at work?
Proximity bias happens when managers start to favour employees who they see on a regular basis over those who work remotely (whether full time or simply more often than others). Although proximity bias existed before the pandemic, it has become more of a problem as some employees return to the office while others choose to keep working from home.
This type of bias may arise in workplaces where employees have varied working patterns. In some organisations, on-site employees may be perceived differently than remote employees, though this does not necessarily reflect differences in performance.
The effects of workplace favouritism on employees
Proximity bias may influence decisions related to performance recognition. Some employees may feel their contributions are not as visible when working remotely, which could affect how included they feel in workplace discussions.
The end result of this could be that talented employees begin to look for work elsewhere if they believe that their performance is not being appreciated. They may also not feel included in key decision-making processes that influence the day-to-day aspects of their role.
Proximity bias and underrepresented groups
Some studies note variation in remote-work preferences across different employee groups, though findings differ widely. Organisations sometimes consider proximity bias as part of broader inclusion or retention discussions. Researchers note several potential factors in these preferences, though the reasons can vary by individual and workplace. Proximity bias may overlap with other forms of workplace bias, and some organisations consider this when looking at inclusion and retention challenges.
Proximity bias in an international workforce
Proximity bias may often emerge when you have some employees working from home, while others work closely with you in the office. However, the same issue can also arise when you’re working as part of an international workforce, even when everyone is working from an office.
In multinational teams, proximity bias may also appear across geographic locations, as teams may work in different offices or time zones. Being aware of how this can affect collaboration can be useful when considering communication approaches.
Below are some ways to address proximity bias, regardless of where your employees are working.
Preventing proximity bias
Be aware of how working patterns (on‑site, hybrid, remote) can influence perceptions. Use your organisation’s existing communication and performance processes consistently so expectations are clear.
Creating a remote work strategy
Describe in your policy which communication channels are used for day‑to‑day collaboration (for example, real‑time and non‑real‑time options) so teams understand how to stay aligned across locations and time zones.
Managing remote worker performance goals
Some organisations explore ways to reduce the influence of proximity bias by using consistent communication and performance processes. Workplace policies may outline how teams collaborate across locations, how goals are discussed and reviewed, and how decisions are made within existing governance structures. Regular check-ins can help maintain alignment across on-site, hybrid and remote teams.
During an employee’s performance review, it’s useful to listen to employee concerns if they have any about their potential while remote working. If they feel like their needs are being overlooked in favour of other employees, this time can be used to surface any concerns the employee wishes to raise.
Helping employees to make autonomous decisions
When relying on a network of hybrid-working or remote-working employees, it’s useful to consider how decisions are made overall in the company. Clarify how decisions are made and who is accountable, using your existing governance. Ensure teams know where to escalate questions and how progress is reviewed, consistent with your organisation’s processes.
Some teams find value in establishing norms for how they coordinate day-to-day work in that they are likely to know what their own needs are, and may be able to reach their own agreement on what works best for them. By checking in with your teams and employees regularly, you can stay up to date with their decision-making processes, which can help managers understand how work is progressing.
Ensuring that performance analysis is objective
In many workplaces, performance discussions refer back to role expectations and documented examples of work. Using consistently applied criteria can help organisations review contributions across different working patterns.
Awareness of proximity bias may help organisations understand how different working arrangements affect communication and visibility. Some workplaces monitor patterns in team dynamics and use their existing processes to support consistency across roles and locations.
