The challenge of proximity bias, where on-site employees receive more favourable treatment and better professional growth options than their remote counterparts, has been accentuated in our current era of hybrid and remote work mechanisms. The advantage often enjoyed by physically present workers, stemming from their visibility in the workplace and regular in-person interactions with superiors, becomes more apparent when career progression and promotion opportunities emerge.
As stated by Ibec’s HR strategy expert, Vicky O’Neill, proximity bias has been a longstanding issue in many organisations and it is quite complex to manage. “The threat is more imminent now due to the diversified talent distribution in a hybrid setup,” she says. O’Neill further elaborates how proximity bias, as a result of the favoritism towards visible employees over meritorious ones, can hamper the professional growth of talented individuals because of their geographical distance from key decision-makers.
This bias can pose significant risks to organisations; as identified by O’Neill, it contributes to inadequate role allocation, potential underperformance, and may even breed a detrimental workplace culture. On a brighter note, organisations are becoming more cognizant of this problem and making strides to eradicate such intrinsic biases. “Instead of completely reverting to conventional on-site structures, the solution is to adopt innovative strategies for equalising opportunities,” O’Neill suggests. “Companies and individuals together can ensure equal opportunities for all staff, regardless of their geographical location.”
It is practical to adopt a systematic performance framework – inclusive of evaluations and criteria for promotion – that values objective success metrics over proximity-influenced subjective judgements. O’Neill proposes that by defining clear and transparent promotion guidelines, organisations can alleviate the effects of bias, fostering a culture of meritocracy where talent and accomplishments are acknowledged and rewarded, independent of the employee’s location.
Moreover, in creating seamless connections and promoting collaboration among distributed teams, leveraging technology is crucial to bridge the gap caused by physical remoteness.
Virtual interaction tools, project management systems and frequent online team meetings can help promote a culture of inclusiveness while keeping remote employees involved and noticeable in the workforce, as stated in the original text. Furthermore, employees can take the initiative to ensure they are not neglected, for instance, by volunteering to mentor others, assisting newcomers, or participating in cross-functional tasks, suggests O’Neill.
In order to raise their profile in the organisation, O’Neill believes remote employees need to actively promote themselves and demonstrate their worth. The revised way of understanding performance and personal growth underscores the necessity for individuals to take control of their own career and skill development.
O’Neill states that the most efficient method to address proximity bias necessitates a two-pronged strategy from employers and workers. She suggests that by fostering an environment of inclusiveness, openness, and merit-based reward, companies can maximise the potential of their diverse talent pool, thereby fostering sustainable expansion and novelty amidst the ever-changing work environment.
The concern of being “forgotten” while teleworking has been a topic of discussion for a long time now, says Barbara Gerstenberger, head of the working life unit at Eurofound. Gerstenberger mentions that the negative effect of teleworking on career development due to limited visibility in the workplace has been a point of discussion long before the pandemic.
Interestingly, there seems to be a divide in opinions on the impact of teleworking on career progression. Some believe that it could hinder career advancement while others believe it can accelerate it. However, data from the 2021 European Working Conditions Telephone Survey suggests that during the pandemic, those working remotely reported better career and training opportunities.
However, Gerstenberger also points out the fact that legislation and agreements regarding remote work have not yet addressed the issue of unequal access to career progression and training opportunities due to decreased office presence, indicating further research is needed to quantify the issue.