Proximity bias often leads to unintentional favoritism, where employees who are physically present in the office receive more recognition, feedback, and career development opportunities than their remote counterparts. Managers may inadvertently offer more opportunities for mentorship, networking, and challenging projects to on-site employees simply because they interact with them more frequently.

For remote workers, this can result in being overlooked for promotions, raises, and recognition, despite delivering equal or even superior performance. Over time, this can lead to disengagement, lower job satisfaction, and even increased turnover among remote employees. Employers must recognize that the traditional office visibility is no longer a reliable indicator of an employee’s contribution or potential.

Another way proximity bias manifests is through access to informal communication. Office-based employees often benefit from spontaneous, face-to-face conversations that may not occur with remote workers. These informal chats, sometimes referred to as "water cooler moments," provide valuable opportunities to share ideas, build relationships, and gain insights into organizational dynamics.

Remote employees, on the other hand, may miss out on this informal communication, leading to a sense of isolation and reduced access to key information that could impact their work or professional development. This lack of access to casual interactions can further widen the gap between on-site and remote workers, reinforcing the effects of proximity bias.

Proximity bias not only affects individual employees but also poses broader challenges to diversity, equity, and inclusion (DEI) initiatives within an organization. Companies that embrace hybrid or remote work arrangements often have more diverse workforces, as these models can attract talent from different geographic locations, backgrounds, and life circumstances.

When proximity bias comes into play, organizations risk undermining their DEI efforts by unintentionally prioritizing the needs and preferences of office-based employees over those working remotely. This can create an uneven playing field and perpetuate existing inequalities within the workforce, ultimately harming the organization's culture and reputation.

When remote employees feel disadvantaged or overlooked due to proximity bias, it can lead to a breakdown in team collaboration and trust. Employees may begin to feel disconnected from their colleagues and undervalued by leadership, which can result in decreased engagement and productivity.

Additionally, proximity bias can create tensions between remote and in-office employees, leading to a divided workplace culture. This division can hinder collaboration, reduce innovation, and impede the organization’s overall effectiveness. It's essential for business leaders to foster an inclusive environment where all employees, regardless of their location, feel valued and recognized for their contributions.

To mitigate proximity bias, organizations must adopt fair and objective performance evaluation metrics that are not reliant on physical presence. Performance should be assessed based on clear, measurable outcomes, rather than subjective factors like visibility or frequency of in-person interactions. By establishing key performance indicators (KPIs) and emphasizing results over time spent in the office, companies can ensure that both on-site and remote employees are evaluated fairly.

Additionally, organizations should train managers to recognize and counteract proximity bias in their decision-making. This includes providing managers with the tools to create equitable opportunities for all employees, regardless of location, and to ensure that remote employees have the same access to mentorship, development, and advancement as their office-based colleagues.

One of the most effective ways to reduce proximity bias is by leveraging technology to bridge communication gaps between in-office and remote employees. Virtual collaboration tools, video conferencing, and chat platforms can help replicate the spontaneous interactions that occur in physical office spaces, ensuring that remote workers remain connected to their teams.

Regular check-ins, inclusive virtual meetings, and transparent communication channels are key to keeping all employees, whether remote or in-office, on the same page. Employers can also encourage more deliberate efforts to include remote workers in informal social activities, team-building exercises, and company-wide events to foster a stronger sense of belonging.

Creating a culture of inclusion where both remote and on-site employees feel equally valued is critical to overcoming proximity bias. Employers and HR professionals should promote policies that encourage flexibility, support diverse working styles, and celebrate employees based on their achievements rather than their physical proximity to management.

Ensuring that leadership sets the tone for inclusivity is equally important. When leaders prioritize fairness, recognition, and communication across all work models, it sends a message to the entire organization that proximity bias will not be tolerated. Building this culture starts with clear policies, but it must also be supported by daily actions and decisions that reflect a commitment to equity.