Proximity bias: Practical steps for leaders.

There has been discussion on LinkedIn on the anxiety of proximity bias in our new hybrid working environments, with ¾ of Britans in a survey believe working from home will negatively impact their careers (Mustafa, 2021); the worry that employees who come into the office more often will be favoured by managers, over those who tend to work remotely. Humans have biases by nature, and this is something that could easily happen - but that doesn’t mean it's unavoidable.

Although these concerns are valid, LinkedIn data shows a 97% increase in jobs being advertised as remote over the last year, suggesting a potential disconnect between employees and employers (Mustafa, 2021). Or, that this is an issue of managers not being trained to deal with the new changing work environment.

Amongst research, it is hard to find mass evidence that this is an issue purely due to hybrid working, it raises the questions whether the problem is necessarily a remote problem. The problem is ensuring inclusion - inside or outside the office. 

Inevitably, there are employees who are generally quieter than others but all have valid ideas and thoughts. Telling quiet people they can only be successful if they are bullish, either in office or over Zoom, is not going to work. Most significantly for people who feel oppressed in their work atmosphere. The issue is addressed by leaders taking control of the situation to boost confidence in employees and help reduce imposter syndrome. An issue and requirement needed long before covid hit. 

Yet, managers have received a lot of criticism over the past year and it seems they are expected to know exactly how to adapt to their new hybrid atmosphere, without training and support. Management styles have been ingrained for many years - culture change is fluid and nonlinear, but needs to head in the right direction. 

This article is to provide managers with practical steps and strategies for their management style that can reduce the risks of imposter syndrome and lack of inclusion in their teams:

Performance management

“Stanford Graduate School of Business found that despite home workers being 13% more productive than office-based employees - chances of promotion plummeted” (Penkethman, 2021). 

When employees are working in a hybrid way, their performance may be harder to observe using pre-existing scales, and is pointing in the way for a discrimination claim. Instead of assessing employees via time in office, getting big-wins, attending meetings - assessing performance needs to focus on outcomes, contribution and value (Penkethman, 2021). With that comes a crucial element of trust, managers can no longer monitor every aspect of an employees day (CIPD).

Workwell are firm believers in outcome management, this allows employees to work in a way that makes them most productive and innovative - to reach the team's goals. 

Setting objectives 

When setting goals and objectives with employees, SMART objectives are the way to go. With clear defined targets, remote workers have greater flexibility in meeting their objectives - Again putting a keen focus on outcome management. If we’re heading to the same destination, why can’t I take the motorway and you take the A road? (Penkethman, 2021).

Additionally, putting in place an objective system for the allocation of work - rather than passing it to those who can be seen in the office, helps to spread out work evenly (Cordon, 2021, Johansen, 2021).

Handling meetings

Whoever is chairing hybrid meetings must take more control of the flow of the meeting, by ensuring everyone has spoken and is engaged (Cordon, 2021). Admittedly, this is easier said than done when getting carried away in an innovative discussion. Setting clear agendas for meetings in advance gives participants time to reflect and think about how they might contribute to the discussion (Watson, 2021). Alternatively, ask participants of the meeting for ideas beforehand, so you can ensure to cover each during the meeting (Morrison-Porter, 2021).

Some businesses are now holding all meetings by video conferencing, regardless of people being in the office or not. Although, there are some disadvantages to this approach, it does eliminate those together in the room of dominating the conversation (Cordon, 2021).

Set an example

Working from home yourself regularly is a great way to show it is acceptable that employees do not have to come into the office every day, helping to build reassurance (Cordon, 2021). Equally, it gives you some time as well to focus on tasks that require more quiet time. 

Synchrony Financial, consumer financial services company, has even told its leadership team that they must do at least one day a week from home, to help put home-working and office-working staff on a more equal playing field (Johansen, 2021).

There will inevitably be teething problems. But if you’re reading this as a manager - you’re already aware of the influence you may have. You’re going to be conscious of ensuring inclusion amongst your workforce - so you’re heading in the right direction.

We are helping businesses to build equitable and transparent hybrid working models, policies and guidance. Get in touch at hello@workwellpcs.co.uk or join our mailing list.

References: 

CIPD (2021) Planning for hybrid working. CIPD [online]. Available at:https://www.cipd.co.uk/knowledge/fundamentals/relations/flexible-working/planning-hybrid-working#gref

Cordon, H. (2021) Employers must be alive to the challenges presented by the hybrid working model. The Scotsman [online]. Available from:https://www.scotsman.com/news/opinion/columnists/employers-must-be-alive-to-the-challenges-presented-by-the-hybrid-working-model-helen-corden-3418932

Johansen, M. (2021) Hybrid work: How ‘proximity bias’ can lead to favouritism. BBC Hello Hybrid [online]. Available from:https://www.bbc.com/worklife/article/20210804-hybrid-work-how-proximity-bias-can-lead-to-favouritism

Morrison-Porter, C. (2021) Proximity Bias: What it is and how to avoid it.ThoughtExchange [online]. Available from:https://www.thoughtexchange.com/blog/proximity-bias-what-it-is-and-how-to-avoid-it/

Mustafa, T. (2021) Office employees fear ‘proximity bias’ while working from home will career progression. Metro [online]. Available from:https://metro.co.uk/2021/11/03/people-working-from-home-fear-proximity-bias-will-harm-career-progression-15534106/ 

Penkethman, A. (2021) How to keep the playing field level for home workers. People Management [online]. Available at:https://www.peoplemanagement.co.uk/experts/legal/how-to-keep-the-playing-field-level-for-home-workers

Watson, L. (2021) Proximity bias: How to avoid excluding your hybrid workers.Qlearsite [online]. Available from: https://www.qlearsite.com/blog/proximity-bias-how-to-avoid-excluding-your-hybrid-workers/