With the consolidation of home office and hybrid work, a silent challenge has impacted the careers of many professionals: the proximity bias. A study conducted by economists from the British universities of Nottingham, Sheffield, and King’s College indicates that remote workers are less likely to receive promotions and salary increases, even when they perform better than their in-office colleagues. The reason? The unconscious tendency of leaders to value more those who are physically close in daily interactions.
Virgilio Marques dos Santos, founding partner of FM2S Educação e Consultoria, career manager, and PhD from Unicamp, warns that this distortion can harm both professionals and companies themselves. “Proximity bias leads to ineffective management promoting those who are visible in the office rather than those who generate better results. This undermines fair recognition of work and reduces talent retention,” he says.
The problem intensified after the pandemic, when many leaders, accustomed to the in-person model, began associating productivity with physical presence. However, innovative companies have already understood that what matters most is measuring results, not time spent in the office. Tech giants like Google and Microsoft have adopted more flexible models, focusing on deliverables and work quality, regardless of the employee’s location.
How to avoid proximity bias?
To ensure fair evaluation, Santos recommends some practices:
– Performance-based evaluation: instead of focusing on physical presence, companies should establish clear performance metrics to assess their employees;
– Regular team meetings: remote employees can be overlooked in daily interactions. Structured meetings ensure balanced communication;
– Use of productivity tools: management software allows for objective performance monitoring, reducing reliance on in-person observation;
– Inclusive organizational culture: leaders should be trained to recognize and avoid proximity bias, ensuring decisions are based on actual merit.
According to the expert, the future of work is not about constant supervision but about trust and valuing results. “Companies that understand this will lead the way, attracting and retaining the best professionals, regardless of where they are,” he concludes.
