Imagine two employees who start on the same day—one works in the office, the other remotely. The in-office employee gets face time with the manager, joins impromptu meetings, and is picked for high-visibility projects. The remote employee delivers great work too, but often gets overlooked. That’s proximity bias in action—the tendency to favor people who are physically closer.
In the workplace, this often means in-office employees get more attention, better opportunities, and higher chances of career growth than their remote counterparts—even when their work is just as strong.
With the rise of remote and hybrid work, proximity bias in the workplace has become a big problem. With the rise of remote and hybrid work, proximity bias in the workplace has become a growing concern. If you're wondering, “Is proximity bias real?” or “What is the proximity effect at work?”—and how both leaders and employees can address it—keep reading.
What is proximity bias in the workplace?
Proximity bias, also known as the proximity effect, is a natural human inclination to pay more attention to those we interact with more frequently or who are in our immediate surroundings—and yes, it is very real.
In 2021, the Society for Human Resource Management (SHRM) released findings from a survey of more than 800 supervisors that backed this up: 67% of those overseeing remote workers admitted to believing remote employees are more replaceable than their onsite counterparts.
Even more telling? Forty-two percent said they sometimes forget about remote workers when assigning tasks. In many cases, this bias occurs unconsciously, leading to employees working on-site receiving more recognition, opportunities, and perks compared to their remote colleagues.
The 2023 Future of Working and Learning Report by Executive Networks found that 71% of senior HR leaders and 62% of senior business leaders believe that in-person workers likely benefit from proximity bias.
This difference in treatment doesn’t reflect the employee’s capabilities or worth. It can happen even when contributions are equal. It’s simply an unconscious bias shaped by physical proximity.
There are also some common misconceptions about proximity bias that need addressing:
- It doesn’t only affect remote workers. Proximity bias can impact both remote and hybrid workers, but it also affects in-office employees in subtle ways. For instance, a manager might assume that someone in the office has fewer personal commitments or distractions, leading to less attention to their work-life balance or how their ideas are perceived.
“The bias then exists not only against remote and hybrid workers, but also against workers who need to have boundaries around working hours,” says career coach Julia Korn. “I think about proximity bias as a phenomenon that also favors employees who arrive early, stay late, and attend outside-of-work social events.” - It isn’t harmless. While proximity bias may be unintentional, it’s not harmless. It can lead to unequal opportunities, lower morale, and a sense of exclusion, all of which negatively affect team cohesion and productivity.
Proximity bias examples
Let’s look at some examples of proximity bias at work. These can show up in subtle but impactful ways, often flying under the radar until the consequences are hard to ignore.
In-office favoritism in promotions and raises
“People who are in the office the most are the ones who get promotions and raises more often,” Korn says. This preference for those physically present can create an unequal playing field, where remote workers are overlooked simply because they're not as visible.
Exclusion from key projects
Being left out of important meetings, projects, or networking opportunities can create an imbalance in decision-making.
“In-office employees are consulted more often just by proximity, while remote employees miss out on informal networking from hallway conversations, last-minute meetings, and impromptu brainstorming sessions,” says Marta Voda, an HR advisor, management consultant, and the HR outsourced services director at EisnerAmper.
“These everyday moments, though small, build trust, influence, and visibility in ways we don’t always notice,” Voda says. Over time, this gap can grow, making remote employees feel like outsiders instead of an essential piece of the company.
Assumptions about engagement and productivity
Leaders may also assume that in-office employees are more engaged or productive simply because they’re physically present, leading to favoritism in workload distribution. Another common sign of proximity bias is when leaders focus more on the number of hours worked rather than the results accomplished, Korn says.
This outdated mindset fails to recognize that productivity isn’t about being physically present in the office, but about delivering results—regardless of location.
Why proximity bias is a problem for both employees and employers
Proximity bias presents significant challenges, particularly for remote and hybrid workers, and it can have far-reaching consequences for both individuals and organizations.
Impact on remote and hybrid workers
One of the most critical effects of proximity bias is career stagnation. Employees who are working remotely or in hybrid settings may miss out on essential growth opportunities simply because they're not physically present. Proximity bias “creates a silo between in-office and hybrid or remote workers,” Korn says, which limits their visibility and access to opportunities. Over time, this can result in fewer chances for career advancement, promotions, and recognition, ultimately leaving these employees feeling sidelined.
Another harmful outcome is the higher risk of anxiety, decreased engagement, and resentment, according to Voda. Remote workers often feel the need to “overprove” their contributions to make up for their physical absence and are constantly facing the fear of missing out on what they’re not a part of.
Impact on companies
From an organizational perspective, proximity bias can hinder diversity and inclusion efforts, particularly in leadership roles. “It limits the management pipeline to folks who live near and come to work in person,” Korn says, resulting in a less diverse leadership structure.
Moreover, workers may begin to feel undervalued, which can negatively impact morale and increase turnover. When employees perceive that their contributions are overlooked or unappreciated, their sense of belonging within the organization diminishes. Over time, this sense of being undervalued can push talented individuals to seek opportunities elsewhere.
Proximity bias also weakens team collaboration and innovation. With remote employees excluded from casual interactions and conversations, the flow of ideas is disrupted. “Small and meaningful habits like morning check-ins, casual chats, and shared moments” build trust and strengthen workplace bonds, Voda says. When remote employees miss out on these moments, it becomes harder to foster a culture of collaboration, which stifles innovation and reduces the team’s overall performance.
How to overcome proximity bias in the workplace
Overcoming proximity bias requires conscious effort from both leaders and employees. By working together, both sides can create a more equitable environment that values contributions beyond proximity.
Tips for leaders
Leaders play a big role in reducing proximity bias—and it starts with self-awareness. “Whether you lead from an office or remotely, self-awareness is key to conscious leadership,” Voda says. Here are some ways to build that awareness and create a more equitable environment for everyone on your team:
- Ask yourself the hard questions regularly. Voda suggests questions like: “Am I unintentionally assigning key projects to in-office employees just because they’re more visible?” “Do I know my remote employees as well as I do those I see in person?” These self-check-ins can help uncover unconscious patterns and biases.
- Develop relationships, not just workflows. Make space for informal conversations with remote team members, not just check-ins when there’s a task to discuss.
- Seek feedback. Invite input from your team about what’s working and what’s not. Create a safe space where concerns can be shared without fear of judgment.
- Use objective criteria for growth and performance. Make sure performance reviews, promotions, and growth opportunities are based on impact—not visibility.
- Promote digital-first collaboration. Create processes that give all employees equal input in meetings, brainstorming sessions, and decision-making, no matter where they’re located.
- Make networking and mentorship accessible. Support career development for everyone by offering mentorship and connection opportunities that include both remote and in-office workers. Everyone deserves the same shot at advancement.
- Hold yourself accountable. Acknowledge blind spots and commit to improving team dynamics and outcomes.
Tips for employees
Remote employees can also take proactive steps to ensure their visibility and prevent being sidelined due to proximity bias.
- Visit the office when you can. “Unfortunately, there is no complete replacement for face time with your colleagues and boss,” Korn says. Even showing up once a quarter can help you stay top of mind.
- Take initiative on visibility. Don’t wait to be noticed—volunteer for cross-functional projects, speak up in meetings, and look for opportunities to share your wins and progress. When you're in the office, “make sure you make the most out of your time by seeing as many influential people as possible,” Korn says.
- Have honest career conversations. If you have a good relationship with your manager, ask directly: “What do I need to do to get there?” Candid conversations can clarify expectations and show that you're serious about growth.
- Build your internal network. Reach out to trusted colleagues who can offer support, amplify your work, or help you stay looped into opportunities you might otherwise miss.
Read this next: How to Network and Turn Contacts Into Valuable Connections
The future of work: Moving beyond proximity bias
As hybrid and remote work continues to shape the future of work, companies have an opportunity to design workplaces that foster fairness and inclusivity. To address proximity bias, businesses must implement policy changes that guarantee equal opportunities for growth, regardless of an employee's location. This includes setting clear and structured promotion criteria, offering flexible work arrangements, and prioritizing digital-first collaboration.
Shifting the company culture to an “outcomes-first” mindset will be crucial in overcoming proximity bias. By prioritizing results over face time, companies can cultivate an environment where employees are judged on their productivity, innovation, and impact, rather than how often they are physically present.