The beauty bias: Physical attractiveness and the hiring process
As much as we'd like to think otherwise, human beings exhibit a preference for those who are attractive. Studies show that beautiful people are perceived to be more sociable, are happier and more successful than unattractive people. The tendency reveals itself over and over again, whether in jury judgments or in voter preferences for political candidates. The facts are clear: when it comes to judging others, most of us have a perception that "beautiful is good."
Undeniable bias toward the beautiful
Viewzone.com reports that attractive people are 2 to 5 times more likely to get hired, earn about 12 to 16 percent more, and are 2 to 7 times more likely to
date and make friends. Attractive people are also more likely to attain an elected office. Even the TV show Dateline NBC has reported that people show a preference for pretty people when seeking medical attention, change for the bus or even simple directions.
For any human resource professional that has a desire to face the "beauty bias" head-on, here's a worthwhile exercise. Meet with your colleagues for a frank discussion about the beauty bias in hiring - and while you're on the topic, you'll find it helpful to define "unattractive," too. Do you find severely overweight people to be unattractive? How do you feel about a tattooed neck, multiple facial piercings or a pink Mohawk? What are your feelings about the appropriateness of cross-dressing in the workplace? Would you say that a person who is disfigured is "physically unattractive"? These sorts of questions are important, because candid conversations will go a long way to helping your organization determine where it should draw the line on appearances. Raising the level of awareness is crucial when businesses wade into the murky waters of subjective matters such as physical attractiveness, and HR must lead the charge. When all is said and done, there is seldom a valid circumstance in which it's appropriate to reject a candidate based on their physical appearance. The downside of "hiring pretty"
Although the bias toward hiring attractive people is pervasive, there are solid business reasons to resist the impulse. For one thing, it's illegal. Guler states it plainly: "It's discrimination if you don't hire a person simply because they are especially unpleasant to look at." She suggests that organizations take steps to address these issues, since there's a risk that a qualified person who is rejected could file a grievance against the company. Be aware that the EEOC and other regulatory organizations have testers who go into the business community posing as job candidates. These testers present similar resumes yet are very different in physical appearance. They are on the lookout for the beauty bias in hiring. "Hiring pretty" can put your organization at risk. Retail clothier Abercrombie & Fitch was the subject of a class-action federal discrimination lawsuit that accused the clothing retailer of hiring only attractive, mostly white salespeople to sell its trendy clothing. In November 2004, the company agreed to pay $40 million to black, Hispanic and Asian employees and job applicants. (3) The settlement required the company to adhere to a consent decree that called for the implementation of new policies and programs to promote diversity and prevent discrimination in its workforce. It also was required to pay about $10 million to monitor compliance and cover attorneys' fees. (4) A diverse workforce drives financial success
Another reason to create an atmosphere that promotes objective hiring decisions is that your organization's financial success is ultimately at stake. "It's a diverse world out there," Guler says. "Customers are diverse, and the most successful businesses will be those that reflect diversity in their workforce as well. There is much to gain when companies become more flexible in hiring." "In the end, your best team is a diverse team," explains Guler. "People with different beliefs and diverse cultural experiences will work better together, creating the kind of workforce that's able to serve the customer in ways that a more homogenous team never could. When you get right down to it, this is about creativity. It's about innovation. And that makes it a positive and exciting opportunity for organizations that focus on success." Help your hiring managers make objective decisions
In the face of such pervasive bias toward beauty, it's important to educate employees and customers on diversity and acceptance. When it comes to hiring practices, it's essential to teach hiring managers how to overcome the beauty bias. Here are some ways you can help hiring managers make more objective decisions: 1. Provide training to managers.
Involve your hiring managers in discussions about the beauty bias. Raise their awareness. Then put a rigorous interview process in place, one that reflects an appreciation for the different levels of appraisal that are involved in any job interview. To help managers overcome their tendency to trust gut instinct, help them with very good behavioral based interviewing. It's a great way to prompt the kind of questions that can provide solid information about the past performance of a candidate. 2. Consider a team approach.
In addition to the hiring manager, it's helpful to involve a peer or coworker and another level of management in the hiring process. This small team of interviewers can help build a team that's both diverse and cohesive, and creates "buy in" from everyone involved in the process. 3. Create and document clear job requirements.
One of the best ways to overcome the beauty bias is to specify explicit job requirements. That makes it much easier for the hiring manager to refer to the specifics throughout the interview - and to stay away from the more personal aspects. The creation and documentation of job requirements can have broad impact, making it possible for the organization to build a culture of top performers. This is solid strategy for companies that are serious about achieving workforce alignment, driving productivity and attracting people who create the most value for their organization. 4. Provide strong assessment tools.
Strong assessment tools determine whether there is a good "fit" for the job and for the corporate culture. The results of assessment tests can be provided quickly in most cases, helping the hiring manager take the most objective measurement of a candidate's abilities. Remind hiring managers that these initial assessments can be very useful later on, after the person is hired, for development purposes. "When organizations face the beauty bias head-on, HR's help can be invaluable," Guler says. "While we know we'll never totally get rid of the tendency to judge people on appearance, we can change behavior in ways that matter. What's most helpful is to make sure that your managers are trained well, are provided with really good hiring tools, that they know how to conduct a structured interview, and that the proper assessment methods are in place. All this helps the organization avoid situations in which people are hired based solely on first impression." Sources: 1) "Physical Attractiveness Bias in Hiring: What Is Beautiful Is Good." Shahani-Denning, Comila (2003). Department of Psychology, Hofstra University. 2) "Sex and physical attractiveness of raters and applicants as determinants of resume evaluations." Dipboye, R. L., Arvey, R. D., & Terpstra, D. E. (1977). Journal of Applied Psychology, 62, 288-294. 3) www.cbsnews.com 4) www.afjustice.com
