The rise of workplace bias in the COVID-19 era: What we can do to fight back

It’s no secret that bias – whether intentional or unconscious – and even outright discrimination can rise in periods of prolonged stress. From the COVID-19 pandemic to the redoubled movements for social justice that reached new heights in the wake of the murder of George Floyd, it is clear that the last two years have served as a tipping point for prolonged stress, anxiety, and uncertainty.

In stressful situations, we tend to make decisions quickly. Stress can also lead to more destructive mental short-cuts, particularly in the workplace. The way we work has shifted drastically in the past two years, with many workplaces choosing to stay virtual even as some companies begin returning to the office. While this initial transition brought stress to employees and managers alike, the rise in new technologies has allowed us to work virtually and innovate like never before, and the expanded freedom and flexibility of remote work has been an unexpected silver lining of the COVID-19 era for many workers.

But without intentionality in how we use these tools, one thing that technology cannot do is safeguard us from bias. In fact, we have seen mounting evidence that our new online working environments could serve as petri dishes for greater bias.

The pivot to virtual work happened so quickly that few organizations had the time or capacity to  restructure their culture for the new workplace dynamic. While many corporations have taken steps to invest in diversity, equity, and inclusion by hiring DEI leaders and making space for challenging conversations around culture and race, these efforts rarely account for the vastly different experiences of virtual work for many professionals. It is little surprise that we continue to see reports of workplace bias on the rise as experienced by many virtual workers.

Hybrid environments, where some employees report in-person and some work remotely, also bring new challenges to the table. Leaders must navigate issues like the rise of “face-time bias,” also sometimes referred to proximity bias, which occurs when those who are seen physically at work are viewed as more reliable and committed than their remote colleagues. This negatively impacts many who work better virtually, such as employees juggling family care, those living far from office centers, persons with disabilities, and others whose lives may not fit into a traditional “ideal” view of workers. Proximity bias also may disproportionately hurt women and employees of color, who are more likely to prefer remote work than men and white peers. Remote workers may then face inequities during their performance reviews and when they are being considered for promotions and other opportunities.

The freedom offered by virtual work should not come with the cost of new forms of discrimination and exclusion. It’s long past time to re-visit our old notions and stereotypes around the “ideal worker.”

Here are some ways that leaders can reduce the likelihood of bias in our emerging new world of work:

Stay connected. In the social distancing era, it’s more important than ever to find ways to build relationships with teams working in distributed environments. By eliminating the chatter around the water cooler and impromptu conversations in the hallway, many have seen their work experience shift away from social interactions, weakening relationships and team dynamics. As a leader, don’t lose sight of the human on the other side of the screen; before diving right into tasks on virtual meetings, find time to check in. Make sure that you’re acknowledging and recognizing the humanity of those you work with each day.

Adopt a flexible perspective on how your teams work. One-size-fits-all approaches rarely work effectively in virtual working environments. Some rules, however well-intentioned, can easily backfire. For example, requiring teams to leave their cameras on for meetings may be a policy intended to foster face-to-face collaboration. However, it can heighten imbalances in power and privilege for those with different home situations – think of the contrast in furnishings between the CEO’s home office and an employee working in a cramped space, trying to keep children out of frame. You may want to encourage face time, but maintain flexibility in the form of virtual backgrounds; you may even promote the practice yourself or encourage your team to create creative backdrops.

Ensure the technical support your teams need. Don’t assume that everyone has access to a quiet place to work or a proper work set-up. Your organization may consider what support you can offer to employees to ensure equitable productivity, whether it’s a computer monitor or access to co-working locations.

Above all, we must not lose sight of what is happening off-screen on the other side of our Zoom calls. This is a challenging time for many professionals, balancing myriad personal and professional responsibilities each day against a backdrop of mounting anxiety and stress. Let’s do all we can to create equal opportunities for everyone to succeed.

Michele Ruiz co-founded BiasSync, a science-based technology company designed to help organizations effectively assess and manage unconscious bias in the work environment. She is an advisor to senior executives at Fortune 20 multinational corporations and some of the highest-profile thought leaders and elected officials. Learn more at https://biassync.com.