Would You Hire Her? We will. JR

Labeled 'World's Ugliest Woman' – Would You Hire Her?

Last week, I was moved by an interview on Huffington Post Live about Lizzie Velasquez. She has been labeled and ridiculed by many as the “world’s ugliest woman.”

She is a talented author and motivational speaker. She could probably be an inspiration and effective contributor to most organizations. However, in most situations, she would not have the chance to get to a final interview to be hired.

I am not condemning anyone. The facts show that we have “biases” in hiring that are natural human tendencies -- and biases are difficult to overcome.

We live in an “instant judgment” society. I know the minute I walk into a room, opinions are formed about me before I open my mouth. The same is true of every person reading this post.

Plus we form opinions just by hearing the name. If O’Sullivan and Obama both walked in the door for an interview – which one might you be prone to hire?

Don’t get me wrong. Companies and people really want to get this right. Companies today want a diverse workforce. And, they do not want one just for “diversity sake,” they want to have a workforce that is an image of their customer base. They want it for broader thinking and a wider perspective. They want the best shot, and the best process for finding and developing the best talent.

It was always odd to me that a women’s fashion company might be loaded with men in the executive ranks. It did not shock me when GM appointed Mary Barra as CEO. I wrote earlier that a study released three years ago revealed that women buy 52% of all new cars and influence more than 85% of all car purchases. So, it should really not be a surprise that GM would choose a woman as CEO. It makes total business sense to have the executive ranks mirror its customer base.

So, great companies really do fight to overcome these biases of hiring people who “look and think like us.” And, the best HR departments are working to institute hiring practices that open the door for diversity to drive excellence.

Easy to say, tough to do.

One recent example some may have read was depicted in a Wall Street Journal story on Amazon and its hiring system. It notes that Amazon has “a gantlet of people, dubbed ‘bar raisers,’ who must sign off on would-be hires.

Bar raisers are skilled evaluators who, while holding full-time jobs at the company in a range of departments, play a crucial role in Amazon's hiring process, interviewing job candidates in other parts of the company.”

Amazon is opening the door for a wide range of opinions to see if a candidate will succeed. “Succeed” in this instance goes beyond words we hear in human resources like “fit.” A person can “fit” the mold, “fit” to meet the requirements, and “fit” the culture. But they still might not succeed.

While Amazon is raising the bar, it is also inculcating a check and balance system in hiring.

An effective talent acquisition and talent development program is strategic to a business. This, of course, assumes that a company considers people its most important asset.

To assure that HR is strategic in increasing the chances that great people are identified and developed, starts with the CEO. In the Amazon story, it notes that Jeff Bezos recognized their hiring program is “something the broader team is very proud of."

Despite great human resource programs that we have seen and been privileged to help developed at companies – the question remains, can people overcome their biases to hire on ability? How do we create a system where the Lizzie Velasquez’s of the world have an equal shot at a job?

Orchestras have overcome this with blind auditions. This began in the 70s and 80s. In 1970, female musicians comprised less than 5% of players in top five US symphony orchestras; by 1997 it was 25% -- thanks to blind auditions. But while diversity is important, this blind audition process assured the hiring of better musicians.

A more current example is the television show, “The Voice.” Judges do not get to see singers, but only hear them, before the initial talent evaluation.

So, how do companies make hiring strategic?

There is no one solution. The Amazon example is one way to create a check and balance in hiring. Few companies can really have blind auditions. We suggest that companies have systems where they “try before they buy.” Is there a way to have a candidate work on a defined project? Is there a chance to collaborate with them on solving a problem? This “try before you buy” is a two-way street. The candidate gets an idea if he or she can succeed as well.

Second, get many opinions as Amazon does. While HR can guide and lead a process, great chief human resource directors do not make final hiring decisions. They guide an egalitarian process and help the decision making process by those on the line doing the work.

So, final question: do we see more if we hire without seeing the candidate?

Stevie Wonder was quoted as saying, “I am glad I am blind. I can see more of life this way.”

We need to close our eyes to biases, to open the world of possibilities.

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P.S. A thank you to Lizzie – whom I have not met – but her message is an important reminder to all of us. The reference to Lizzie and excerpt below was published with permission through her publisher, Liguori Publications. http://www.liguori.org

I have included a link to Lizzie’s book, Be Beautiful, Be You -- http://www.liguori.org/be-beautiful-be-you.html#

When an Internet video calling her "The World’s Ugliest Woman" went viral, Lizzie Velasquez set out to discover what truly makes us beautiful.

“After spending years wanting to look like everyone else, I realized I needed to love and accept myself just as I am. When I stopped listening to other people and started making a life for myself, I discovered my purpose in life, my passion…”

—Lizzie Velasquez, Be Beautiful, Be You