Proximity bias in hybrid teams: What it is and how to prevent it

With advances in technology, remote workers can now do their jobs from anywhere in the world. This has led to the rise of the hybrid workplace, which includes both remote and in-office employees.

While remote workers have many benefits, they also come with some risks. One of these risks is proximity bias, a phenomenon that occurs when remote team members are ignored or dismissed and in-person employees are given preferential treatment. This can lead to communication problems and conflict within the team.

In order to avoid proximity bias, you need to be aware of what it is and how it manifests itself. You also need to take steps to ensure that all members of the team are treated equally and given equal opportunities to contribute.

Definition and causes of proximity bias

Proximity bias is defined as the tendency of in-office employees to pay more attention to fellow in-office colleagues than remote workers. It is a result of unconscious biases that lead people to favor those who are physically present in the same office space.

This bias can be caused by a number of factors, including the ease with which remote workers can be ignored or dismissed, the tendency for remote workers to be seen as less important, and the lack of visibility remote workers have in meetings and other group settings.

Proximity bias is particularly harmful when it exists between managers and remote workers, as remote workers are more likely to be overlooked for career and development opportunities.

The effects of proximity bias can be damaging to a team’s morale, communication, and productivity. If remote workers feel like they are not being heard or valued, they may become disengaged from the team and their work. This can lead to decreased performance, increased turnover, and even conflict between remote and in-office employees.

How to identify proximity bias in your workplace

It can be difficult to identify proximity bias in your workplace, as it is often an unconscious phenomenon. However, there are a few signs that can indicate that it is happening. Here are some questions that can help you determine whether unintentional preferential treatment exists within your hybrid team:

Management and professional development

• Are on-site employees given more interesting and exciting tasks?
• Are remote workers given clear instructions and expectations related to their work?
• Do remote employees receive the same amount of feedback from managers as their in-office counterparts?
• Are remote workers given the same opportunities for growth and development as their in-office colleagues?
• Are remote workers included in team meetings, projects, and other work activities?
• Are remote team members the last to know about tasks or company updates?
• Are remote workers given the same consideration for promotions, raises, and other benefits as their in-office colleagues?
• Are remote workers evaluated with objective performance metrics the same way as on-site employees?
• Are remote working employees given credit for their accomplishments and contributions?
• Are in-office employees held accountable to the same standards as remote employees?

Interpersonal and professional relationships

• Do remote workers feel like their opinions are taken seriously and respected?
• Do employees working remotely feel like they are heard and valued within the team?
• Do managers display favoritism towards in-office employees?
• Are remote employees thanked for their contributions to the team?
• Are remote workers included in team-building activities, such as virtual happy hours or other remote events?
• Are remote employees invited to company events and celebrations?
• Do remote workers feel like they are part of the team or like an outsider?
• Do hybrid employees communicate regularly and openly?
• Do in-person team members have inside jokes that their remote counterparts are excluded from?

Remote workspace and working conditions

• Do remote workers receive the same access to tools, resources, and information as in-office employees?
• Do remote workers feel like their remote work environment is considered equal to in-office workspaces?
• Are remote employees encouraged to contribute or speak during virtual meetings?
• Do remote employees receive the same technical support as in-office employees?
• Are remote work arrangements respected and supported by their managers and business leaders?

 How to combat proximity bias in the workplace

There are a few ways to prevent and address proximity bias.

1. Establishing remote-first practices: By instituting remote-first policies, organizations can ensure that remote workers are given the same respect and consideration as their in-office colleagues. Remote-first policies should include clear expectations for remote workers, such as providing remote employees with the same resources they would have if they were working in an office and encouraging managers to give remote workers the same opportunities for career growth and development.
2. Encouraging remote inclusion: Organizations should create opportunities for remote workers to build relationships with their in-office colleagues. This can be done by organizing remote team-building activities, such as virtual happy hours or remote coffee breaks. Additionally, remote employees should also be included in meetings, projects, and other work activities.
3. Setting remote work expectations: Companies should also set clear expectations for remote workers to ensure that everyone is held accountable to the same standards. This will prevent remote workers from feeling like they are being unfairly judged or overlooked in favor of their in-office peers.
4. Creating an open dialogue: Organizations should create a culture where remote and in-office workers can openly communicate and share ideas. This can be done through regular check-ins with remote employees, encouraging remote workers to offer their opinions during meetings, and creating an open dialogue where remote and in-office employees feel comfortable voicing concerns or suggestions.

Conclusion

Proximity bias is a real issue that remote teams need to be aware of and address. Mitigating proximity bias can be done by establishing remote-first practices, encouraging remote inclusion, setting remote work expectations, and creating an open dialogue between remote and in-office workers.