Proximity Bias – Don't Let Visibility Trump Capability

Proximity bias is an issue which has affected organisations for a very long time. Being visible in the workplace places workers at a particular advantage including when opportunities for career advancement and promotion come up.

This problem is amplified by remote and hybrid working where some people get a lot more opportunity than others to meet their managers in person.

Proximity bias manifests as an imbalance, where visibility trumps merit. This can hinder the progression of talented individuals based on their geographic proximity to key stakeholders. The impact of this can be significant, as organisations risk having the wrong people in the wrong roles, unable to deliver. It can also be a contributory factor to a toxic workplace culture.

The workplace continues to evolve, and the dynamics of opportunity and advancement have also shifted. For years, proximity bias, has plagued organisations. The risk is now ever more present given the distribution of talent in a hybrid context.

Those who work in close physical proximity to their managers are often given more opportunities for face-to-face interaction, inadvertently placing remote or hybrid workers at a disadvantage.

It’s positive to witness organisations becoming aware of bias more generally, not just proximity bias. This has been evidenced by a rise in businesses engaging in more inclusive work practices, emphasising the benefits and importance of diversity, and investing in training such as unconscious bias training, for example.

The solution to this disparity lies in not necessarily reverting to traditional on-site structures, but rather in embracing innovative strategies to level the playing field. Organisations and individuals can do more to ensure equitable opportunities for all employees, regardless of their location.

One approach is the implementation of a structured performance framework including evaluations and promotion criteria that prioritise objective measures of success over subjective assessments influenced by proximity. By establishing clear, transparent guidelines for advancement, organisations can mitigate the influence of bias and create a meritocratic culture where talent and achievements are recognised and rewarded irrespective of where an individual is based.

Organisations are expected now to make data driven decisions, and in a talent scarce market, effective performance management, can shine a light on hidden talent within your organisation. This can inform your succession strategy. Good succession management is good business management.

Furthermore, leveraging technology to facilitate meaningful connections and collaboration across distributed teams is essential in bridging the gap created by physical distance. Virtual communication tools, project management platforms, and regular virtual meetings can foster a sense of inclusivity and ensure that remote workers are actively engaged and visible within the organisation.

In addition to organisational initiatives, individuals can also take proactive steps to overcome proximity bias by actively seeking opportunities to showcase their talent. For example, by offering to be a mentor, support new team members or get involved in cross-functional projects. By proactively advocating for themselves and demonstrating their value, remote workers can elevate their visibility within the organisation. The new approach to performance experience and development, emphasises the importance of individuals also taking ownership of their own performance and development.

Employees can leverage the opportunity of in-person days at the workplace to meet and engage with their line managers and peers. Addressing proximity bias in the most effective way, requires a dual approach from organisations and employees. By embracing a culture of inclusivity, transparency, and meritocracy, businesses can unlock the full potential of their diverse talent pool. This will help drive sustainable growth and innovation in a continuously evolving world of work.