In the world of office politics, who gets heard often depends on who speaks the loudest. Traditional workplace dynamics have long favoured those who command the room – typically reinforcing gender imbalances.

Whether it’s dominating conversations in meetings or taking credit for ideas, the physical office space has been a breeding ground for inequality. But as organisations have embraced remote work, a new reality has emerged – one that levels the playing field.

Recent research from the University of Toronto’s Rotman School of Management provides compelling evidence that remote work acts as a buffer against gender discrimination. The study, published in Organizational Science in December, surveyed more than 1,000 professional women in hybrid roles.

The results were striking: 31% of respondents reported experiencing gender discrimination when working on-site, compared to just 17% when working remotely. For younger women under 30, the contrast was even more pronounced – 31% faced bias in physical offices, whereas only 14% encountered discrimination while working from home.

The impact of workplace culture on discrimination

The findings suggest that certain workplace cultures are particularly susceptible to gender-based bias. Women in male-dominated fields were the most vulnerable, with 58% reporting discrimination in the office – yet that number plummeted to 26% when working remotely.

Laura Doering, an associate professor of strategic management at Rotman and a co-author of the study, underscored the consistency of these trends. “It’s rare to uncover a finding that applies so consistently across so many people working under so many different conditions,” she said.

The implications for businesses are significant. Discrimination is more than just an ethical issue – it has tangible consequences for retention, engagement, and productivity. Doering cautioned that unchecked bias leads to job dissatisfaction, burnout, and higher turnover. “Over time, this could make it harder to retain talented employees and could negatively affect team performance,” she said.

How discrimination manifests in traditional offices

Gender bias in the workplace takes many forms, from subtle exclusions to overt misconduct. Respondents in the study cited several common experiences, including:

• Receiving inappropriate attention
• Being left out of key conversations
• Getting assigned tasks with little career advancement potential
• Having their ideas ignored or stolen
• Being subjected to sexist language

These behaviours not only create a hostile work environment but also stifle career progression for women, reinforcing systemic barriers to leadership and equal pay.

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Remote work isn’t a silver bullet

While the study confirms that remote work reduces exposure to discrimination, Doering is clear that it is not a one-size-fits-all solution. “The takeaway isn’t that remote work is the ultimate solution to gender discrimination,” she said.

Instead, she urged organisations to use these insights to tackle bias head-on rather than simply pushing women into remote roles as a workaround.

Without addressing the root causes of discrimination, businesses risk more than just employee dissatisfaction. The financial and legal consequences can be severe. The US Equal Employment Opportunity Commission secured US$700 million in monetary benefits for victims of workplace discrimination in 2024 alone – a stark reminder of the financial liability organisations face when they fail to act.

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The risks of mandatory office returns

The push to bring employees back to the office has reignited concerns about workplace inequality.

Some companies, such as Amazon, have come under fire for rigid return-to-office policies that critics argue disproportionately impact women and other marginalised groups.

Meanwhile, Tata Consultancy Services saw a surge in reported cases of sexual harassment after enforcing an in-office mandate. This trend highlights the unintended risks of rolling back remote work flexibility without adequate safeguards.

Beyond legal risks, gender discrimination also contributes to persistent economic disparities. The gender pay gap remains a pressing issue, and one factor is the limited access women have to promotions and high-visibility projects in traditional office settings.

Remote work, by shifting the focus from office politics to performance, has the potential to narrow these gaps.

The challenges of hybrid work

While remote and hybrid work models foster a more inclusive environment, they are not without their own hurdles. Visibility bias remains a pressing concern – employees who spend more time in the office often receive greater recognition and career advancement opportunities. Also, women with caregiving responsibilities may be unfairly perceived as less committed when working remotely.

To address these challenges, businesses must take a comprehensive approach. Solutions include:

• Implementing clear anti-discrimination policies
• Providing ongoing bias training for managers
• Establishing objective performance metrics to ensure fair evaluations

A call to action for business leaders

The research from Rotman School of Management should serve as a reminder for companies. Gender discrimination isn’t just a workplace inconvenience; it’s a systemic issue that affects employee wellbeing, organisational culture, and business performance.

While remote work has helped mitigate some inequities, it is not a substitute for meaningful change. Employers must resist the temptation to treat flexible work as a band-aid solution and instead take proactive steps to root out discrimination.

Overall, fostering inclusive workplaces – whether remote, hybrid, or in-office – can help ensure career success is determined by merit, not by gender or workplace dynamics.