Left unchecked, proximity bias spells disaster for hybrid teams. So, what can leaders do?
As employees have spread out and taken advantage of remote work, the phenomenon of proximity bias ― the favouring of closer team members over distant ones, in-office workers over remote workers ― has been something that business and their workers have had to contend with.
“In the workplace, proximity bias can rear its ugly head in a number of ways but is most commonly associated with when business or team leaders believe that on-site employees work harder and are more productive than remote employees, simply because they can physically see [them],” writes Katherine Boyarsky of Owl Labs. It can be a pernicious form of bias, and one that can stunt the productivity potential of an organization.
But the good news is that businesses are learning how to combat it.
The Vancouver-based social-media-management firm Later, for instance, told Canadian Business that the first step in their attempt to fight proximity bias was leadership training ― educating managers and team leaders on what proximity bias can look like.
Another way the firm tackles it is with technology that aims to make the hybrid experience a bit more welcoming. “When possible, the leadership team uses portable Meeting Owls ― cameras that render a 360-degree view of a room ― to create an immersive experience for virtual staff,” writes Liza Agrba. “When it’s not possible, the company uses a ‘one person, one screen approach.’”
Another tech approach is touted by Scott Hitchins of Interact Software, who advocates investment in audio-visual setups. “High-tech audio and video screens can offset subpar webcams and sound,” he told Reworked. This might even extend to supplying hardware to your at-home employees.
Whatever it is, experts agree that the key to fighting proximity bias really comes down to identifying it and adjusting for your organization’s specific circumstances and workflows. “If you don’t understand the different kinds of biases that can arise during decision-making,” says Later’s Robin de Pelham, “you’re not going to mitigate it.”
Content written by Kieran Delamont for Worklife, a partnership between Ahria Consulting and London Inc. To view this content in newsletter form, click here.