You’ve heard the phrase, “The squeaky wheel gets the grease.” It implies that people pay more attention to what catches their eyes or ears than to what they don’t notice, like driving for thousands of miles without an oil change but panicking at the mere sight of a cracked windshield.
There are more significant threats than car troubles—tyranny, global warming, “Baby Shark” on repeat—but being unable to get around town will directly affect your daily life, so you fix it immediately. This is known as proximity bias, and it’s why you feel closer to people you see daily than almost anyone else.
What is proximity bias? In the remote work age, some managers worry more about off-camera employees than in-person teams. Despite the equal output and connectivity of work-from-homers, evidence suggests that managers value the reassuring office customs of click-clacking keyboards and water cooler chat.
In a 2021 survey, the Society for Human Resource Management (SHRM) found that nearly half of workers report in-office work yielding more career advancement opportunities than remote work. Despite being more productive on average, remote workers are less likely to be promoted than their in-office counterparts.
In this blog, we’ll talk about why proximity bias happens, how it negatively affects the workplace, and what you can do about it. Whether managing a hybrid team or working with remote employees, addressing proximity bias will help you create a more fair and productive work environment.
The subliminal effects of repeated exposure
Research in advertising has long shown that repeated exposure to a product or message increases its likelihood of being remembered and viewed positively. A case in point is sugary breakfast cereals—nutrient-free carbohydrate snacks that provide little nutritional value and have links to cancer and remain one of America’s most popular morning meals.
Ads for Froot Loops don’t eliminate your ability to choose a healthier meal, but they can help to create opinions in your mind without you realizing it. The same principle applies to the workplace.
Managers who see in-office employees more frequently may develop an unconsciously positive view of them. They may be more forgiving of flaws or more lax on workplace policies despite their output being the same or worse than that of remote teams. Meanwhile, a remote worker who outperforms the rest of the team may not be considered for promotion simply because they aren’t in their boss’s line of sight.
Were you ever stunned to see a “suck-up” succeed with management? Madness. What is annoying in any other context somehow puts them in the good graces of decision-makers and leadership, but it works because of repeat exposure: the more face time you get with a boss, the more favorably you’ll be viewed.
This is why going on vacation or working remotely can trigger the negative consequences of proximity bias. As reports in the SHRM survey cited earlier, being “out of sight” means being “out of mind” regarding decisions or opportunities.
Managers may view remote workers with more suspicion than in-office teams due to:
No visual confirmation of work being done
There are fewer chances for random conversations and check-ins
Trouble assessing non-verbal cues and body language
Fears about productivity and time management
Less relationship-building and team bonding
In-office employees are anchored to the company in their managers’ eyes. Meanwhile, even the most overachieving remote worker can feel like little more than a 1099 contractor.
Remote work does more with less
Despite the challenges of proximity bias, research shows that remote workers outperform their in-office counterparts. A study by Stanford University found that remote employees were 13% more productive than those working in an office setting despite receiving fewer opportunities for career advancement.
This discrepancy highlights how proximity bias shapes perceptions and decision-making processes. Even when remote employees excel in their roles, the lack of face-to-face interaction can lead to managers overlooking or undervaluing their contributions.
Negative consequences of proximity bias
It’s a clear injustice to overlook someone’s work simply because of where it gets done, yet some companies vilify remote workers in hopes of getting them back in the office. This is not only counterproductive but also unfair to the hardworking remote teams.
The pandemic may be over, but remote work is here to stay. You hear it often because it’s true. Many workers are more comfortable working from home than having to keep up appearances for the watchful eye of their boss. Tools like Slack and Asana make it easy to communicate remotely and keep track of progress, so there’s no reason why proximity bias should blind managers to the excellent work that their remote teams do. This shift to remote work presents a promising future for work-life balance and productivity.
And yet, it does. Let’s explore some of the specific consequences. It’s crucial to recognize and appreciate the excellent work that remote teams do, as they often go above and beyond despite the challenges of remote work.
Talent drain and reduced retention
Low retention is the most significant negative impact of proximity bias, resulting in lost talent. When remote workers constantly feel undervalued or overlooked for advancement, they will eventually seek another job that doesn’t penalize their offsite work ethic.
Talent drain is costly for organizations in terms of recruitment expenses and lost institutional knowledge. Workers who know can find answers are invaluable, and remote workers somehow do that without the advantage of meeting in person.
Decreased employee engagement
Proximity bias is inherently unfair to remote team members. If they sense that their in-office counterparts receive preferential treatment, they won’t feel nearly as motivated or engaged at work.
Disengaging from work can manifest in reduced productivity, a decreased willingness to go above and beyond, and a general decline in job satisfaction—not exactly a sustainable kind of company culture.
Stifled innovation and creativity
The world is trending toward a remote lifestyle. Quick shipping, streaming platforms, grocery delivery—all these products cater to people who leave homeless and scroll their phones more.
By favoring in-office employees, companies miss out on the valuable insights and ideas of the remote workforce, people who know what makes a product suitable for the work-from-home lifestyle. Remote workers have diverse perspectives and experiences that fuel innovation and creativity, and when proximity bias devalues their voices, the organization has a more challenging time innovating and adapting.
What proximity bias looks like
Proximity bias manifests in various ways, and like any toxic workplace behavior, it affects everyone equally, both in-office and remote.
Some examples of proximity bias look like:
In-office employees receiving more frequent praise and recognition
Remote workers being passed over for promotions or high-profile projects
More social interactions and team-building activities centered around the physical office
Increased difficulty for remote employees to contribute during meetings or decision-making processes
Unconscious favoritism towards in-office workers in performance reviews
Proximity bias isn’t limited to managers and supervisors, either. Research shows that co-workers and executives are affected as well. For example, in-office employees might be more likely to collaborate with or seek advice from other colleagues, inadvertently excluding remote team members.
How people react to proximity bias
No one wants to be a victim of proximity bias. It’s unfair for someone to get better work opportunities simply because they sit closer to a boss.
People on the receiving end of proximity bias may experience:
Feeling isolated and disconnected from the team
Stress and anxiety about job security
The need to overcompensate by working longer hours or taking on additional tasks
Reluctance to speak up or share ideas during virtual meetings
Difficulty in building relationships with in-office colleagues
Because proximity bias is an unconscious tendency, managers confronted about it don’t always react positively. This makes remote employees more reluctant to speak candidly about the issue, as they might worry about:
Being seen as a complainer or not a team player
Lacking concrete evidence to validate their feelings
Damaging their relationship with their manager
Appearing professionally when approaching the topic
Negative career consequences for bringing it up
If your workplace isn’t safe for people who raise concerns about proximity bias, serious issues must be addressed.
Strategies for overcoming proximity bias
Ideally, every workplace would promote a level playing field for all employees, regardless of where and how they get work done. This means actively working to counteract any tendency to favor in-office employees.
Research shows that regular check-ins and structured business processes can help mitigate the effects of proximity bias. Here are some strategies to think about:
Implement objective performance metrics
Clear, measurable performance metrics are the first step to a more equitable workplace. These metrics should apply to all employees equally and can include things like:
Output quotas
Work quality rankings
Attendance requirements
Managers can ensure that remote workers are evaluated fairly by focusing on objective outcomes rather than subjective impressions.
Foster Inclusive Communication Practices
Remote and in-office employees should be on equal footing regarding workplace communication. All team members need equal access to information and opportunities to contribute. Inclusive communication policies could include the following:
Tools like Slack or Microsoft Teams that allow for participation across time zones
Implementing a “virtual first” approach to meetings where all participants join via video conference, even the ones in the office
Regular one-on-one check-ins between managers and all team members, regardless of location
Creating virtual water cooler spaces or social channels to encourage informal interactions among all team members
Promote equal visibility and recognition
You may mitigate proximity bias by simply making remote employees more visible. Solutions could include:
Highlighting remote workers’ achievements in company-wide communications
Ensuring that remote employees get opportunities to present their work or lead projects
Creating a system for peer recognition that includes all team members
Rotating meeting times to accommodate different time zones and ensure all team members can participate fully
Overcoming proximity bias is an ongoing struggle that requires commitment and effort from everyone in your organization, but the results are worth it. Fair workplace policies will help your company retain top talent, boost employee engagement, and drive innovation.
Flexible work environments aren’t some far-off development of the future—they are here now, and the companies that can embrace the challenges of remote and hybrid work will be best positioned to succeed in the years to come.
More Resources:
Gainsharing: The key to rewarding smarter, harder work
Leadership weaknesses: How self-awareness & feedback drive growth
Quiet hiring: Pros, cons, and best practices for success
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