What Is Proximity Bias? How Can Managers Prevent It?
"Out of sight, out of mind. The oft-repeated saying illustrates in a good way what proximity bias is. In the workplace, this bias refers to the unconscious tendency of people in positions of power or leadership to favor employees who are physically closer to them. It is an attitude that can manifest itself in various ways, such as giving preferential treatment to employees who work in the same office and neglecting those who work remotely.
In a workplace, proximity bias can lead to inequalities. Managers may treat on-site workers more favorably than remote workers without it being voluntary or conscious. This is not a trivial problem in a context where hybrid or offshore work is increasingly common and teams are dispersed.
In 2013, Nicolas Bloom worked with a Chinese company to study remote work productivity. To the Stanford University professor's surprise, the company's staff significantly increased their productivity by working from home four days a week. In this first research, before the spread of remote working after the Covid 19 pandemic, it was shown that employees working from home can be more productive, for several reasons. In the specific case of this study, these workers showed a 13% increase in productivity compared to their colleagues in the office.
Becker Friedman Institute at the University of Chicago also conducted a study on the productivity of people who work remotely. In a survey of 10,000 employees, researchers found that 30 per cent reported being more productive and engaged when working remotely.
The research conducted by the Becker-Friedman Institute at the University of Chicago highlighted several key findings on the impact of remote work:
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Time Savings: Remote work saved about two hours per week per worker in 2021 and 2022. This reduction in commuting time and other related activities gave employees more flexibility and control over their schedules.
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Time Allocation: Workers utilized 40 percent of the saved time for work-related activities, which translates to roughly 48 minutes per week.
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Increased Productivity: The reallocation of time towards work and personal responsibilities contributed to increased productivity. Workers were able to achieve more within their working hours, as evidenced by the extra 45 minutes of work per week. This productivity boost is attributed to several factors, including fewer workplace distractions, more flexible working hours, and the ability to create a more personalized and comfortable work environment.
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Despite evidence that remote employees are often more productive due to reduced distractions and a better work-life balance, prejudices persist, and these workers can be overlooked when it comes to promotions or important assignments.
In the context of work, proximity bias leads to employees working in the office receiving more recognition, opportunities, and promotions than their remote colleagues, simply because they are more visible to supervisors and colleagues. These prejudices can negatively affect remote employees, leading them to feel devalued and affecting their motivation and engagement.
These are some of the implications of proximity bias in the workplace:
- Recognition and Promotions: Employees in the office may be more visible to managers and therefore more likely to receive recognition and advancement opportunities. Remote workers may feel undervalued or overlooked for promotions and important assignments.
- Collaboration and Networking: Physical proximity facilitates informal interactions and networking opportunities that may not be available to remote workers. Personal relationships developed in the workplace can influence perceptions of competence and employee engagement.
- Performance Appraisal: Managers may have a biased perception of the productivity and commitment of employees in the office, assuming that they are working harder or better simply because they are visible. The achievements and efforts of remote employees may go unnoticed or be underestimated.
Openly acknowledging proximity bias is the first step in combating it. It is not easy because the tendency is to value more the contributions we see. But, although unconscious, proximity bias is not simply unfair, it also hurts business.
Once this bias is recognized, it is easier to combat. There are ways to do this, and one of them is to practice valuing results, collaboration, and innovation, regardless of the location of employees.
To minimize the negative effects of proximity bias and promote a more equitable working environment, organizations can adopt several strategies:
- Fair Appraisal Policies: Implement performance appraisal systems based on results and objective metrics rather than physical presence. Ensure that appraisals include contributions from all employees, regardless of location.
- Communication and Visibility: Encourage the use of communication tools that facilitate interaction between remote and in-office employees. Organize regular virtual and face-to-face meetings that include all team members.
- Training and Awareness: Train managers and leaders in the identification and mitigation of proximity bias. Promote a culture of inclusion and equity that values the contributions of all employees equally.
- Support Infrastructure: Provide remote employees with the resources and tools necessary to perform their jobs effectively. Facilitate professional development and networking opportunities for remote employees.