The COVID-19 pandemic led to global lockdowns in 2020. Unable to go out, people were thrust into a new era of working—’remote working‘.
Companies set up new or upgraded existing Internet connections and digital infrastructure for their remote workforce. Virtual meetings, collaborative emails and calls, and flexible working hours were but a few markers of this change.
While the transition to work-from-home wasn’t easy, not everybody wants to go back to the office now.
Work from home has helped companies cut down on several costs—office spaces, travel allowances, utility bills and much more. It also helped employees save money as they went back to live with families.
Without the need to commute, people ended up saving a lot of time as well. The flexibility associated with remote working provided a better work-life balance for millions of people.
For others, it blurred the lines between professional and personal halves of the day. Working parents had to manage household and childcare duties while tending to professional duties.
Put simply, the work from home journey evolved in different ways for different people.
But the underlying message was that it did not hamper the regular functioning of businesses. Therefore, in the future, hybrid models of working are likely to stay.
However, while hybrid working offers numerous benefits for employees and employers alike, the model has its own set of challenges. The most prominent challenge which needs to be addressed is proximity bias.
What is proximity bias?
In a hybrid model, there are two categories of employees—those who work from home and those who work from the office. People who go to the office regularly are seen more often by the leadership and are physically more approachable. Whereas, those at home may not always be around.
Assigning a task to the person sitting in the next cabin or seeking the opinion of someone who is right next to you is far more convenient than organising a video call with a remote employee.
Due to this, managers tend to give preferential treatment to the ones in the immediate vicinity. Such a difference in recognition or treatment is unconscious and is referred to as proximity bias.
“Out of sight, out of mind”—this proverb might just be the best way to put it.
As a result, those who are working from the office are more likely to get promotions, chunkier raises, better projects, and other recognition and rewards.
It must be noted that this differential treatment is not intentional.
For a long time, we have used traditional metrics of assessing the merit of employees. A person with more time in the seat is considered to be working harder. Therefore, it is our mental conditioning that has a key role to play in this unconscious discrimination.
Consequences of proximity bias
Proximity bias existed in the workplace long before the pandemic. At that time, the definition of proximity was different. Colleagues sitting next to each other; those who took breaks together; or those who simply stepped out for a smoke usually developed a bond beyond work hours.
This bond was a result of being regularly in touch and seeing each other more often at work as compared to others.
For example, a study was conducted in 2015 at Ctrip on a Chinese travel company listed on the NASDAQ.
According to the study, remote workers of the company had better levels of performance but lost out to the office staff in case of performance-based promotions.
Now, with hybrid models, this bias is bound to grow manifold with several consequences:
● Inflated opinions: Due to proximity, we develop better bonds with those who are nearby and develop an inflated view of them, while ignoring more qualified and better performing colleagues who are farther away.
● Accidental favouritism: Due to this unconscious favouritism, managers tend to overlook the shortcomings of poor performers working closely, while undervaluing skilful employees who aren’t as visible.
● Creates a divide within employees: Since hybrid working offers lesser opportunities to connect with each other, employees are bound to get divided into two separate groups.
Those working from home tend to feel different from the ones that go to the office. This ultimately results in solid working and affect the performance of an organisation.
● Impacts productivity, morale and trust of employees: When people don’t get the recognition they deserve, they get demotivated and end up doing just the bare minimum.
Productivity of employees, quality of work they do, their trust in the leadership, the company and their morale—all start to decline rapidly.
● Impact on mental well being: Lack of recognition and reward clubbed with the feeling of being discriminated against might negatively impact the mental health of employees.
Some might feel the pressure to return to the office just because others are doing so. The fear of losing out on career opportunities if they continue to work from home may also play into their decisions.
● Compounding existing inequalities: Certain sections of employees might bear the additional brunt of proximity bias. Those who have moved to places with a lower cost of living or those with lower income will be at a greater risk of facing the consequences of this issue.
Women might feel the need to rejoin office just to prove themselves as equal to other male colleagues.
● Influence over decisions: Since the management may value those who regularly come to the office, they may even involve them more during critical decision making.
This may lead to frustration and even an inferiority complex in those who’re working from home and aren’t being given due credit, leading to employee attrition.
What can be done to fix it?
While employees do have a role to play in fixing this issue, the weight of the responsibility falls on to the shoulders of top management. Here are some ways they can control the feeling of proximity bias within their employees:
● Speaking out: Simply recognise that proximity bias is an issue. Once we know and accept that a problem exists, it is easier to rectify it.
● Fair and equitable work culture: Companies can work towards mitigating the risks associated with the hybrid model of working by focusing on inclusive values.
While actionable pointers might get the ball rolling, a holistic cultural shift needs to come from the top management. The leadership should see all kinds of roles equally, irrespective of the physical location of the person.
● Remote first approach: Leaders and managers do need to put in the extra effort to make remote employees feel more comfortable and involved. Managers must lead by setting an example. Opting for remote work themselves will also help change the perspective of other employees.
● New ways of interacting: Devise new and innovative methods of engaging with remote workers.
For example, conduct a virtual meeting for all, even if some may be able to join in person. Leaders also need to make sure to connect with everyone in the team, regardless of their physical location.
● Training managers and employees: Managers need to be trained so that the traditional performance metrics are dusted off to give way to more objective parameters. Training must also push for creating an environment of mutual respect.
● Objectively assign projects: Managers must distribute work objectively. Teams can also brainstorm new ways of seeking volunteers for different assignments.
● Talk about the emotional aspect of work: Management needs to schedule one-on-one interactions to talk about the emotional aspect of work and any apprehensions concerning proximity bias. Open and honest conversations are the need of the hour.
● Develop a sense of belonging by engaging meaningfully with team members.
● Harness technology to make those at home feel more connected with the rest of the team.
Synchrony Financial, a firm based in Connecticut, USA, told its leadership to compulsorily work from home for at least one day a week.
Such efforts are bound to influence the mindset of other employees in the company as well.
Conclusion
Hybrid models of working are still in the nascent stages. While companies might have figured out the scheduling and workforce distribution aspect of it, there still remain other challenges.
Despite all the benefits of the hybrid model, proximity bias is a serious concern that can make employees feel lonely and isolated.
Working towards an inclusive work culture, without any inherent discrimination is the right way forward. Making a conscious effort to get rid of proximity bias can revolutionise the way people work, at home as well as office.
Author Bio
Kritik Verma is a marketing enthusiast with a specialization in digital marketing. He is currently working at Servetel, leading cloud telephony providers offering cloud services like IVR Service, Toll Free Number service, Virtual number system and many more to boost business success. He enjoys cycling, travelling, indies music, and reading about the latest digital marketing trends.
