Many workers want flexibility in where, when, and how they work. This shift has led firms to adopt flexible work arrangements, such as hybrid and remote work. And while these work arrangements bring benefits to those whose jobs lend themselves to these forms of flexibility, there is also concern that hybrid and remote work can unintentionally limit career development opportunities. Behind this thinking is a belief that those who do not work from a physical company work location — or in the office less frequently than others—will miss out on learning and career opportunities afforded to those in proximity to organizational decision-makers. This rationale is connected to proximity bias: an incorrect assumption that workers in close physical proximity to their team and company leaders will be perceived as better workers than their remote counterparts. And while workers need to take responsibility for their careers regardless of where they work, HR leaders can help refine career development strategies in a remote and hybrid work world. This article shares three tactics to support these efforts: 1) Reconsidering the need for mobility in succession planning, 2) Building agile, borderless support systems, and 3) Upskilling people at all levels so they can thrive in hybrid settings. Concerning succession, the authors recommend firms reevaluate if mobility or geography is still relevant for all succession roles—a tactic that can be applied to most roles. What steps is your organization taking to preserve the benefits of remote or hybrid work while mitigating the risks to career development?