What is Proximity Bias?

Proximity bias is the tendency to give preferential treatment to employees who are physically closer to decision-makers, typically those working onsite, over those who work remotely.

It results from unconscious bias, the mental shortcuts our brains take to make judgments quickly. When leaders see in-office employees more often, they may—without realizing it—perceive them as more engaged, reliable, or committed, simply due to visibility.

What are the Signs of Proximity Bias?

Some common signs of proximity bias at work include:

• In-person employees receiving more feedback, praise, or high-impact assignments
• Remote workers being unintentionally left out of conversations or social events
• Office presence being conflated with higher productivity or dedication

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Is Proximity Bias linked to Remote Work?

Yes. As teams spread across home offices, coworking spaces, and HQs, employees who are physically closer to leadership or more regularly present in the office tend to be favored, often unconsciously. The most revealing study on the subject came from the SHRM, who in 2021 asked some questions to prove whether this perception was true or not. In a survey of more than 800 supervisors, 67% admitted to considering remote workers more easily replaceable than onsite workers at their organization. Meanwhile, 72% of them said they would prefer all of their subordinates to be working in the office.

This dynamic could be even more dramatic for workers who never attend the office at all. The thing is, remote work does not necessarily mean “work from home.” Some remote workers are in different countries and different timezones than their colleagues. And they’re the first victims of proximity bias.

Examples of Proximity Bias

Proximity bias can be subtle, but its impact is often felt clearly, especially by remote employees. Here are a few ways it shows up in hybrid teams:

• In-person employees getting more recognition or promotions: Managers may naturally praise or reward those they see most often, assuming they're more productive or dedicated.
• Remote workers left out of meetings or social events: Since many conversations happen informally—at lunch, in hallways, or by the watercooler—remote employees miss out on context or relationships. And if the company does not do something about this, remote workers can never solve it.
• Office presence being a false indicator for engagement: Just because someone is physically present doesn’t mean they’re more engaged. But visibility regularly gets mistaken for effort, while remote contributions can end up going unnoticed.

Why Proximity Bias Hurts Your Business

Proximity bias is a business risk, not just a fairness issue. When hybrid teams aren’t managed with accountability in mind, the fallout may show up in turnover, disengagement, and missed opportunities to grow and retain top talent.

Talent attrition, especially in remote roles

Remote employees who feel overlooked are more likely to disengage, reduce discretionary effort, or leave altogether. They may see a lack of visibility translating into fewer promotions or lower pay increases, even when their performance is strong (what’s worse: It may be for something else entirely!). Over time, this drives skilled talent out of your organization, particularly those who rely on flexible work arrangements due to caregiving responsibilities, disability, or geographic limitations.

Equity and morale issues

When office-based employees consistently receive more praise, stretch assignments, or face time with leadership, it sends a signal: visibility matters more than results. This can erode psychological safety and morale among remote or hybrid workers. And, as you can expect, this may lead to resentment and even quiet cracking. It also creates perceived favoritism, which can trigger internal tensions—even among those benefiting from the bias.

Skewed performance evaluations

If managers unconsciously connect presence with productivity, evaluations can become biased, inaccurate, and demotivating. So, employees who deliver results, but work remotely, may be rated lower simply because their contributions are less visible. Over time, this can skew talent data, make workforce planning far less accurate, and work against the merit-based career ladders that most companies want to promote.

Undermining DEIB and hybrid culture goals

A hybrid or flexible workplace can’t succeed without intentional inclusion. Proximity bias chips away at DEIB efforts by disproportionately impacting employees from underrepresented or marginalized groups, many of whom opt for remote work due to systemic barriers or safety considerations. If flexible work leads to fewer opportunities, it sends the message that inclusion ends in policy, not in practice.

How to Prevent Proximity Bias in Hybrid Teams

Preventing proximity bias starts with awareness, but it requires structure and intention to change how work is managed. Here’s how HR leaders and managers can build more equitable hybrid environments:

Set clear performance criteria

Define success based on outcomes, not visibility. When everyone knows how performance is measured, it levels the playing field between in-office and remote employees. Standardized KPIs, regular check-ins, and clear goal tracking help discourage a supervisor’s dependence on gut instinct or informal impressions.

Train managers on unconscious bias and remote inclusion

Proximity bias often happens without notice. You can train managers on how unconscious bias can affect their decisions, from whom they delegate to, to whom they promote.

Use async tools to balance visibility

Companies can encourage the use of async tools like project management boards, Slack updates, or even the old-fashioned email, so contributions are documented and visible regardless of time zone or work location. 

Promote remote-first meeting norms

Plan your meetings with remote participants in mind. Everyone gets a chance to speak with equal talk time, optional cameras, and by sharing thoughts through chat or follow-up documents. 

Rotate in-office days

If your hybrid model includes optional or required office days,rotate them to give all employees equal access to in-person time with leadership and peers. Unfortunately, this doesn’t work for remote workers who don’t live near the office.

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Measuring and Monitoring for Proximity Bias

You can’t fix what you don’t track. To make progress, organizations need to measure where proximity bias may be happening and monitor whether inclusion efforts are working.

Include targeted questions in engagement and DEIB surveys

Add survey items that assess whether employees, especially remote ones, feel seen, supported, and treated equitably. Examples include:

• “I have equal access to growth and development opportunities, regardless of where I work.”

• “I feel recognized for my contributions by my manager.”

• “Decisions that affect my work are communicated clearly and inclusively.”

Break down the results of your pulse surveys by work location to spot discrepancies between office-based and remote respondents.

Track promotion and evaluation data by work location

Audit talent decisions for patterns. Are remote employees being promoted at the same rate as in-office peers? Are their performance reviews skewing lower despite strong outputs? Regularly reviewing this data helps surface hidden bias and gives you the foundation to adjust processes and training.

Run pulse checks with remote employees

Proximity bias can be hard to surface through standard feedback loops. Quick, informal check-ins with remote team members—either through manager 1:1s or short surveys—can help capture day-to-day experiences and perceptions of fairness. Use these touchpoints to notice gaps early and respond in real time.

Take advantage of employee management software to run these strategies.

Proximity Bias FAQs

Q: What is proximity bias, and how can managers prevent it?

A: It’s the tendency to favor in-office employees over remote ones. Managers can prevent it by focusing on outcomes regardless of where the employees are based in.

Q: What are the causes of proximity bias?

A: It comes from unconscious bias and the idea that visibility equals productivity, which is often supported by informal in-office interactions.

Q: What’s the best way to address proximity bias in hybrid policy design?

A: Build remote-friendly policies: set clear performance standards, rotate office days, and make sure meetings and evaluations involve everyone with equal weight.