What is proximity bias and could it be affecting how you treat some employees?

Recognising team members’ efforts – whether through an annual appraisal, a financial bonus or on an informal basis through feedback and the allocation of work – is a key way to motivate staff and boost job satisfaction.

As a manager, you may think you treat all your employees equally, but even the most well-meaning boss could be guilty of favouritism if they’re not careful.

Especially now remote and hybrid working models are so common, proximity bias is a significant risk in many a modern workplace.

What is proximity bias?

“Proximity bias is when we treat people who are physically closer to us more favourably than people who we don’t see in person as often,” says Khyati Sundaram, CEO at recruitment platform Applied (beapplied.com).

You may not even be aware you’re doing it, she continues: “It can manifest unconsciously if we do not make an effort to mitigate against it.”

Fiona Elsa Dent, management trainer, leadership coach and professor of practice at Hult International Business School (hult.edu), says the effect can also be observed when some staff make themselves more ‘visible’ through their personality or working style.

“For instance, when quiet people who diligently beaver away in their office are not recognised by powerful and senior people for their contributions and hard work,” explains Dent, who co-authored the book When Teams Work.

“On the other hand, there will be others who are more outgoing and therefore better known to the senior people, who are rewarded and recognised for their work.”

Why does it matter?

“This type of discrimination has severe consequences for both employees and businesses alike,” says entrepreneur and founder Sully Tyler (sullytyler.com).

“It limits opportunities for growth and advancement, undermines trust between workers and management, breeds conflict within teams, and reduces productivity.”

Indeed, proximity bias might lead managers to believe staff are being less productive when they’re not sat at their desk, Sundaram says: “This is an outdated assumption, as many people report feeling more focused and productive when working from home.”

In fact, according to Envoy’s latest At Work Report (envoy.com), 94% of UK business leaders notice their employee’s work contributions more when they are in the office, which can have further consequences.

“Some people who work remotely feel they are at a disadvantage regarding being asked to take on new and exciting project openings,” says Sundaram. “This can even extend to being overlooked for promotion or career development opportunities.”

In turn, proximity bias can impact on bosses’ workloads too, she adds: “Employers who don’t have as much visibility over remote workers’ output might feel the need to micromanage remote teams, in order to feel in control and confident about what they’re up to.”

How can managers tackle proximity bias?

“The first step to prevent proximity bias from manifesting itself is self-awareness,” says Sundaram. “It’s important to check your bias and ensure you are viewing work output objectively and separately to your personal relationships with colleagues.”

Communication is key to ensure visibility, Dent says: “Make sure you keep in touch systematically with all members of your team, both as a group and individually.”

If it’s rare that your team are all in the same place at the same time, regular away days can be, Sundaram says, “a great way to get to know remote colleagues just as well as those you see most often”.

And don’t presume staff will automatically share their opinions or shout about their achievements.

“Create a culture of psychological safety – that means people are both able to speak freely, but also that all team members are given an equal voice,” Dent continues.

“Ensure quieter members of the team are encouraged to speak up in team meetings. Ask them for their thoughts on the issue being discussed.”

Finally, if you haven’t already, implement a formalised process for measuring skills and performance.

“These metrics should be shared transparently with the entire team, so they know where they stand and what they’re working towards,” says Sundaram.

“Before any promotion or pay rise is signed off, performance should be peer-reviewed with the appropriate colleagues to sense-check decisions and ensure unconscious bias is not at play.”

---

In other ESG news this week:

• Demand for new green cars soared by nearly three-quarters last year amid a spike in sales of electric models, according to the Society of Motor Manufacturers and Traders (SMMT). 
• Societies need to stop thinking of energy as something abundant, the boss of one of Europe’s biggest gas companies has said as he warned that bills will remain higher for years. 
• The UK Government’s move to block Scottish gender recognition legislation is the “wrong approach”, Scottish Labour leader Anas Sarwar has said.
• Former prime minister Gordon Brown has warned the NHS will “not be able to cope” with increasing demand unless significant health inequalities are closed. 
• A Conservative MP has encouraged the Government to consider withholding funding from Transport for London (TfL) unless plans to expand the city’s ultra-low emission zone are dropped. 

Find out more about our ESG offering here: https://go.pa.media/l/314511/2022-11-07/l91tq

PA Mediapoint connects the PR and communications industry with influential journalists, content creators and distribution solutions, to ensure unparalleled support from its editorial expertise to achieve impact across the news ecosystem.