By Marq Burnett – Associate Editor, The Playbook, The Business Journals

Jul 1, 2024

Updated Jul 2, 2024 2:08am EDT

As the hybrid era ramped up after the pandemic, experts warned that proximity bias would be difficult to avoid. Now that employers are in the midst of their hybrid models — and some are even moving past them — new data suggests fears about proximity bias, or the tendency to gravitate toward employees who are physically present more often, were justified. That’s according to a survey of 626 managers by Resume Builder, which found managers are more invested in the growth of in-person workers rather than their mostly remote counterparts.

The survey found 56% of managers said they care more about the growth of in-person workers.

The survey also found one in four managers are more likely to fire remote employees than in-person workers, citing the need for more supervision among the top reasons for the increased likelihood of dismissing remote workers.

For employers, the consequences of proximity bias can be steep, including potential for higher turnover and negative impacts on morale, but there are some best practices for organizations to avoid proximity bias.

Stacie Haller, Resume Builder’s chief career adviser, said many traditional management techniques no longer apply in the hybrid era.

“This shift has revealed that many managers lack the training and experience necessary to manage and motivate their staff when they can’t physically see them working,” Haller said. “As a result, they tend to focus on managing those

they see, where they feel they have more control and influence, often viewing remote workers less favorably.”

Overall, the report highlighted managers believe in-person workers have better professional skills than remote employees:

· 76% of managers said in-person employees are more trainable

· 58% said in-person employees are better leaders

· 53% of managers said in-person direct reports are better communicators

How to avoid leaving remote employees behind

Anna Williams, human resources director at Digital Silk, said employers must adopt innovative strategies to foster professional growth in remote employees.

That will help bring balance to a hybrid workforce.

“Its not the location of the employees, but the quality of the interaction they have with their managers that counts,” Williams said. “Through transparent dialogue, constructive feedback, and tangible growth opportunities, managers can demonstrate their commitment towards the development of remote employees equally to in-person ones.”

There are also legal considerations to avoiding proximity bias.

Sarah Grimstead, a regional vice president with human resource and business performance solution provider Insperity Inc., previously told The Playbook companies should also be auditing their own workplace policies to avoid proximity bias. Performance evaluations and peer reviews could hold an implicit bias toward in-person workers and give then an unfair advantage.

“Performance reviews based on quantifiable objectives and goals rather than observations should be implemented in the hybrid workplace, leveling the playing field for promotions and reducing the risk of inadvertent favoritism,” Grimstead said. “For a hybrid work model to be successful, businesses must strive to be equitable for all.”