Do you know how to overcome proximity bias in 2024? If you are a remote worker, you may have experienced the feeling of being ignored, underappreciated, or isolated from your co-workers and managers. This is not just a personal perception, but a real phenomenon called “proximity bias”.
Proximity bias is the tendency of leaders to favor employees who are physically closer to them or the office. In 2021, the Society for Human Resource Management (SHRM) in America released findings from a survey of more than 800 supervisors. SHRM reported two-thirds (67%) of supervisors overseeing remote workers admitted to believing remote workers are more replaceable than onsite workers. Forty-two percent said they sometimes forget about remote workers when assigning tasks. This may explain why remote workers get promoted less often than their peers, despite being 15% more productive on average.
It can create a culture of unfairness and exclusion that affects remote workers’ career opportunities and well-being. In this blog post, we will explain what proximity bias is, why it is a challenge for remote and hybrid work models, and how you can overcome it with strategies as an HR which will help you create an inclusive and productive workplace.
1.Establish clear and objective criteria for evaluating employees’ work.
One of the main causes of proximity bias is the reliance on visibility or face time as indicators of productivity or dedication. This can lead to unfair and inaccurate assessments of employees’ work, especially for remote workers who are less visible to their managers and colleagues.
To avoid this as an HR, you should establish clear and objective criteria for evaluating employees’ work, based on data-driven metrics and feedback tools. Some examples of these criteria are:
Output: The quantity and quality of the work delivered by the employee, such as the number of tasks completed, the results achieved, the impact made, and the customer satisfaction.
Collaboration: The degree and effectiveness of the employee’s teamwork and communication with others, such as the frequency and quality of interactions, the contribution to team goals, and the feedback received and given. With NotchHR you can have easier access to chat with all your employees in one app. Sign up today.
Innovation: The level and value of the employee’s creativity and problem-solving skills, such as the number and quality of new ideas, solutions, or improvements proposed or implemented.
Using these criteria as an HR, you can measure employees’ work performance more objectively and consistently, regardless of where, when, or how they work. This can help to reduce proximity bias and create a more fair and inclusive workplace culture.
2.Communicate frequently and consistently with remote workers.
Another cause of proximity bias is the lack of communication and interaction with remote workers. In-office workers may have more opportunities to chat with their managers and colleagues, both formally and informally. This can create a sense of rapport, trust, and collaboration. Remote workers, on the other hand, may feel left out, isolated, or forgotten.
To avoid this, you as a HR professional, should encourage managers and teams to communicate frequently and consistently with remote workers. Some ways to do this are:
Use various channels and modes of communication to stay in touch, share information, and solicit input. For example, use video calls, phone calls, e-mails, instant messages, and online platforms like NotchHR to communicate with remote workers. Choose the appropriate channel and mode depending on the purpose, urgency, and preference of the communication.
Schedule regular check-ins, one-on-ones, and team meetings that accommodate different time zones and preferences. For example, rotate the meeting times so that remote workers don’t always have to adjust their schedules or work late. Ask remote workers about their preferred frequency and format of check-ins and meetings.
Communicate clearly and transparently about expectations, goals, feedback, and recognition. For example, set SMART (specific, measurable, achievable, relevant, and time-bound) goals for remote workers and track their progress. Provide constructive feedback and recognition for their work performance and achievements.
When you communicate frequently and consistently with remote workers, you can help to reduce proximity bias and create a more inclusive and productive workplace culture. Communication can help to bridge the gap between remote and in-office workers, create a sense of belonging and engagement, and improve collaboration and performance.
3.Provide equal access to learning and development opportunities for remote workers
One of the ways to overcome proximity bias is to ensure that remote workers have the same opportunities to learn and grow as their on-site counterparts. Remote workers may face challenges in accessing training, mentoring, coaching, and networking programs that can help them develop their skills and advance their careers. They may also feel less recognized and rewarded for their achievements and contributions.
To address these issues, you can:
Create a learning and development plan for each remote worker. Identify their strengths, weaknesses, goals, and interests. Provide them with relevant and personalized resources and guidance to help them achieve their objectives. Monitor their progress and adjust the plan as needed.
Encourage remote workers to participate in online training, mentoring, coaching, and networking programs. Provide them with information and access to various programs that can help them improve their knowledge, skills, and competencies. Support them in finding mentors, coaches, and peers who can offer them feedback, advice, and support.
Recognize and reward remote workers’ achievements and contributions. Celebrate their successes and milestones. Acknowledge their efforts and impact. Provide them with constructive and timely feedback. Offer them incentives and rewards that match their preferences and needs.
By providing equal access to learning and development opportunities for remote workers, you can:
Enhance their performance and productivity. Remote workers can acquire new skills and knowledge that can help them perform better and deliver higher quality work.
Increase their engagement and satisfaction. Remote workers can feel more valued and appreciated for their work. They can also feel more motivated and inspired to learn and grow.
Boost their career prospects. Remote workers can demonstrate their potential and readiness for new challenges and opportunities. They can also expand their network and visibility within the organization.
Providing equal access to learning and development opportunities for remote workers is a key strategy to overcome proximity bias. It can help remote workers achieve their full potential and contribute to the organization’s success.
Create a sense of belonging and inclusion for remote workers
Another way to overcome proximity bias is to create a culture that makes remote workers feel part of the team and the organization. Remote workers may feel isolated, excluded, or ignored by their on-site colleagues and managers. They may also miss out on the social and informal aspects of work that can build trust and rapport.
To address these issues, you can:
Involve remote workers in decision-making processes. Seek their input and feedback on important matters that affect them and the team. Consider their perspectives and opinions. Include them in brainstorming, problem-solving, and planning sessions.
Organize social activities and informal interactions for remote workers. Create opportunities for remote workers to connect and bond with their on-site colleagues and managers. Invite them to virtual coffee breaks, happy hours, games, or celebrations. Encourage them to share their personal stories, hobbies, or interests.
Create a supportive and collaborative team culture. Promote a sense of team spirit and shared purpose among remote and on-site workers. Recognize and appreciate each other’s strengths and contributions. Provide and seek help and support when needed.
By creating a sense of belonging and inclusion for remote workers, you can:
Improve their well-being and morale. Remote workers can feel more valued and respected as members of the team and the organization. They can also feel less lonely and more connected to their colleagues and managers.
Enhance their collaboration and innovation. Remote workers can communicate more effectively and efficiently with their on-site colleagues and managers. They can also exchange ideas, insights, and feedback that can spark creativity and innovation.
Reduce their turnover and attrition. Remote workers can feel more satisfied and engaged with their work. They can also feel more loyal and committed to the organization.
Creating a sense of belonging and inclusion for remote workers is a key strategy to overcome proximity bias. It can help remote workers thrive in a remote or hybrid work environment.
Educate managers and leaders on how to identify and prevent proximity bias
In trying to overcome proximity bias, it is paramount to raise awareness and provide training for managers and leaders who are responsible for remote and hybrid teams. Managers and leaders may not be aware of their own proximity bias or how it can affect their remote workers and the organization. They may also lack the skills and tools to manage remote teams effectively and inclusively.
To address these issues, you can:
Conduct a proximity bias audit. Assess the current state of proximity bias in your organization. Identify the sources, signs, and impacts of proximity bias on your remote workers and the organization. Use surveys, interviews, focus groups, or other methods to gather data and feedback from remote and on-site workers, managers, and leaders.
Provide proximity bias awareness training. Educate managers and leaders on what proximity bias is, why it is a problem, and how to recognize it in themselves and others. Use case studies, scenarios, or simulations to illustrate the effects of proximity bias on remote workers and the organization. Challenge common myths and stereotypes about remote work and remote workers.
Provide remote team management training. Equip managers and leaders with the skills and tools to manage remote teams effectively and inclusively. Teach them how to set clear and objective goals, communicate frequently and consistently, provide equal access to learning and development opportunities, foster a sense of belonging and inclusion, and evaluate performance fairly and transparently.
When you educate managers and leaders on how to identify and prevent proximity bias, you can:
Create a culture of trust and respect. Managers and leaders can model positive behaviors and attitudes toward remote work and remote workers. They can also influence other on-site workers to adopt a similar mindset and approach.
Improve the quality of leadership. Managers and leaders can become more competent and confident in leading remote teams. They can also develop a deeper understanding of the needs, challenges, and opportunities of remote workers.
Enhance the reputation of the organization. The organization can demonstrate its commitment to diversity, equity, and inclusion in the remote or hybrid work environment. The organization can also attract and retain top talent who value flexibility and autonomy.
Conclusion
Proximity bias is a common and serious problem that can undermine the success of remote and hybrid work models. It can create an unfair and exclusive workplace culture that harms remote workers’ performance, engagement, satisfaction, and career prospects.
By the given strategies, you can create a more fair and inclusive workplace for remote workers. You can also improve their well-being, productivity, collaboration, innovation, and loyalty.