As hybrid and remote working become embedded in organisational culture, a long-standing concern is gaining renewed attention: proximity bias. This occurs when those working on site gain unfair advantages simply by being more visible; people in positions of power or leadership tend to unconsciously favour those who are physically closer to them.
The risk is that “visibility trumps merit”, according to Vicky O’Neill, HR strategy specialist at Ibec. Remote workers are less likely to form close relationships with their co-workers and managers, and that can put them at a distinct disadvantage when it comes to opportunities for promotion.
The issue is not new, but has become more of a pressing concern as talent is distributed across in-person, hybrid and fully remote teams. So how can organisations ensure remote workers aren’t overlooked when it comes to recognition and career advancement? And what can remote workers do to ensure they protect themselves against proximity bias?
O’Neill believes the solution is not necessarily to revert to traditional on-site structures; and many employees wouldn’t want to. Instead, she encourages embracing innovative strategies to level the playing field. One approach is for remote employees to be proactive in taking steps to overcome proximity bias and in seeking opportunities to showcase their talents.
“For example, by offering to be a mentor, support new team members or get involved in cross-functional projects,” O’Neill suggests. “By proactively advocating for themselves and demonstrating their value, remote workers can elevate their visibility within the organisation.”
Mary Gavin, a managing associate with Ogier’s employment and corporate immigration team in Dublin agrees.
“There’s no denying that being proactive and getting involved in both business and social initiatives raises the profile of any employee, whether they work remotely or in the office,” says Gavin. “While remote workers are cognisant of the fact that they do not see their colleagues face to face as often as office-based employees, it is still possible to build visibility by taking the initiative to join a new project, support other colleagues and utilise social media appropriately.”
Depending on the industry, some social media platforms may be more appropriate than others. For more conservative workplaces, setting up a LinkedIn account is the most appropriate. You can post to LinkedIn to celebrate successes, tagging other team members and line managers, and thanking them for their efforts and support.
A word of advice: keep your messaging positive. Complaining about your workplace or boss on social media is never a good look and will reflect badly on you. Always consider that future employers or recruiters will see what you write, and adjust your tone and messaging accordingly.
However, the onus shouldn’t just be on the employee to be visible; ensuring lines of communication are open should be part of management strategy.
Stavroula Demetriades, senior research manager at Eurofound, says their case studies point to training and regular contact with remote workers as vital steps in countering unconscious bias.
Eurofound is conducting ongoing analysis into the challenges and implications of hybrid work, with 10 case studies across private and public organisations completed to date.
In case study interviews, some employees conceded that office-based employees have an advantage at higher levels, particularly in private companies. “Interviewees argued that candidates who work on site and compete for a management post, such as head of a department, may have increased chances of promotion,” says Demetriades.
She recounts concerns raised by one Austrian banking executive who feared “the danger of women becoming even more invisible by working from home”. Her suggestion: “You don’t have to be there five days a week, but be there for the important appointments; show your face; say: ‘I’m here, I’ve got this under control.’”
Sage advice that rings true no matter your gender.
Organisations also need to design their hybrid models with intention. “Hybrid working can meet the needs of both the employee and employer with team meetings held on in-office days to promote collaboration,” says Gavin.
For line managers and team leaders looking to improve their management and communication skills to adjust to distributed teams, Grow Remote, an advocacy and support organisation for remote working, provides valuable resources including funded courses on leading remote teams and communication skills for managers.
Figuring out your way to engage in quality communication across digital channels is key to getting the most out of remote teams, says O’Neill.
“Leveraging technology to facilitate meaningful connections and collaboration across distributed teams is essential in bridging the gap created by physical distance,” she says. “Virtual communication tools, project management platforms, and regular virtual meetings can foster a sense of inclusivity and ensure that remote workers are actively engaged and visible within the organisation.”
Fairness in promotions also hinges on rethinking how performance is measured when that performance happens outside the office. Without suitable frameworks, outdated metrics continue to shape decisions. This can be more of an issue in private companies, whereas public organisations tend to have clear metrics.
“Line managers have been given a lot of leeway in decisions regarding how to implement hybrid work, but often little support,” says Demetriades. This inconsistency can leave performance management vulnerable to bias.
O’Neill advocates for a structured approach, implementing a performance framework including evaluations and promotion criteria that prioritise objective measures of success over subjective assessments influenced by proximity.
“By establishing clear, transparent guidelines for advancement, organisations can mitigate the influence of bias and create a meritocratic culture where talent and achievements are recognised and rewarded irrespective of where an individual is based,” she says.
“Organisations are now expected to make data-driven decisions, and in a talent-scarce market effective performance management can shine a light on hidden talent within your organisation.”
Gavin concurs. “Businesses should formalise their approach to promotion and progression for all employees, not only those who work remotely, to ensure that the right people are in the right roles,” she says. “Developing progression frameworks and guidelines ensures that promotions are based on merit and achievements, recognising work done.”
While much of the conversation around the issue focuses on culture and visibility, it’s crucial not to overlook legal and logistical realities that influence promotion decisions, especially as remote arrangements become more global.
Morganne Murnin, senior manager and head of reward services at Deloitte Tax & Legal, offers a timely reminder that, behind the scenes, compliance risks can quietly but powerfully shape the opportunities available to remote staff.
“In general, employers need to be conscious of the tax and legal implications that can arise where employees work remotely outside the country where the employer is established. For example, local payroll taxes, social security and corporation tax can arise in addition to company secretarial filing obligations.”
Even within the same country, remote work can trigger unexpected costs. “Even if an employee is working at home in the same jurisdiction, expenses of travel to the workplace are taxable. Where compliance in this area is overlooked, unbudgeted additional costs can arise, so care needs to be taken.”
To avoid these risks, organisations need clarity. Gavin recommends developing progression frameworks that apply regardless of work location: “The place from which the employee works should not be a determining factor – especially so when hybrid and remote working has become the norm for many. Well-structured guidelines would eliminate any potential for proximity bias.”
Promoting fairness in hybrid work isn’t just about equity; it’s also good business. Overlooking remote talent doesn’t just risk demoralising staff – it can lead to attrition. And nobody wants to lose good staff.
As Demetriades puts it: “Opportunities need to be offered to hybrid and remote workers so that they can fully exploit their potential, not only because it is fair for them but because it makes sense for the bottom line as well. The lack of such opportunities could create disharmony in the work environment and eventually people can vote with their feet.”
