The surge in remote work during the pandemic drastically changed workplaces, and the push to return to the office now questions the new standard that emerged for corporate America.
A hybrid job model can be attractive for new workers, as it offers flexible schedules, less commuting time, and opportunities for in-person interaction with colleagues. However, not all workers are excited about this approach because of proximity bias.
The Proximity Bias Reality
Proximity bias occurs when senior leaders unintentionally favor employees who work closely with them physically over remote workers, originating from the mistaken belief that office-based employees are more productive and dedicated than remote ones.
Although not a new phenomenon, this bias has recently become a more significant issue. A study by SHRM discovered that two-thirds of business leaders believe it's easier to replace remote workers than those who work in the office. Also, according to Live Data Technologies, remote workers were promoted 31% less frequently than their in-person or hybrid-working counterparts in 2023.
READ ALSO: IBM Issues a Three-Day In-Office Ultimatum to Remote Managers: Move Near the Office or Leave
How to Overcome Proximity Bias
Safeguard Global's solution to proximity bias is a flexible approach that lets employees work in ways that suit their lifestyles and preferences. It's more than just working from different locations. CEO Bjorn Reynolds suggests five strategies based on his experience of having 90% of employees consistently working remotely:
1. Changing the Company's Culture
Embrace a 'flexibility-first' mindset organization-wide to promote equal value for all working styles. Focus on policies and technologies that enable seamless collaboration, no matter where employees are located. By using digital tools for communication, you create an inclusive environment where everyone can engage, fostering a sense of belonging and unity, regardless of diverse work arrangements.
2. Training Management Effectively
Managers need to fairly recognize the efforts of remote and hybrid workers, just as they do for those in the office. Companies should focus on empathy and enhancing virtual communication skills to overcome proximity bias. Training managers on "last touch" bias, where recent interactions are more memorable, can help them adopt a broader, more long-term perspective on employees.
3. Inclusion of All Employees in Meetings
Encourage leaders to hold "skip-level" meetings, directly engaging with employees one or more levels below the organization to promote open communication that can offer insights into team challenges and successes. They also facilitate direct interaction between leadership and all staff levels, aiding in understanding and addressing the needs of remote workers.
4. Listening to the Workers
Create policies that consider the needs and values of your entire workforce by regularly seeking feedback to improve employee satisfaction and promote an environment where everyone's input matters. Keep in touch with employees to grasp their challenges and progress. Ensure all team members, no matter where they are, have equal access to information and leadership.
5. Ensuring Equal Opportunities
Offer both remote and in-person employees equal opportunities for professional growth and advancement. Establish clear and fair methods for evaluating work based on accomplishments rather than location. Shift away from solely quantitative measures like hours worked or tasks completed and promote meaningful contributions to ensure fair promotion processes.
Overcoming proximity bias is crucial for managing diverse global teams, whether they work remotely, in hybrid settings, or the office. This change improves access to global talent and enhances employee retention and productivity.
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