You are assuming there are no significant race- or sex-based differences.
For example, let’s say I run a business and I like to hire smart people. Basically, I prefer high-IQ people to low-IQ people. Given that the average black IQ is about one standard deviation below the average white IQ which is lower than average East Asian IQ, I would end up with employing relatively more Asian and white people and relatively less black people.
This is very straightforward case of disparate impact. What is it about my personal judgement that “they” should not trust?
It might help to taboo what we mean by “business need”. Does it mean, “probably won’t go out of business next year if I don’t do this”, in that case it is likely that I don’t have a “business need” not to hire completely unqualified people as long as the rest can fill up the slack.
On the other hand, if “business need” means “this will make my business run better”, then as Lumifer pointed out, it just happens that business runs better with smart people than with stupid people.
Are you being serious? Did you notice how you went from “business need” to “like to hire smart people” to “prefer high-IQ”?
Yes, I am. I do not have a legally demonstratable business need (that’s why I said it’s a straightforward case). It just happens that business runs better with smart people than with stupid people. Therefore I prefer to hire smart people and in this context “high-IQ” is a synonym of “smart”.
The outcome is clearly illegal under the disparate impact doctrine.
I am not sure what your position is here. That my desire to hire smart people is mistaken? That my ability to identify smart people is not be trusted?
I don’t have a clue who ‘you’ are. For the firefighting department we started with, I challenge both inferences. And I’m baffled at having to spell this out.
In this subthread “I” means a fictional business manager in a hypothetical situation. Specifically, that manager wants to hire smart people and runs head-first into a disparate impact case.
And I’m baffled at having to spell this out.
Perhaps you should consider that other people think differently than you and often start from different assumptions, too.
Are “you” using race as a proxy for IQ, using actual IQ, or using evidence of domain relevant knowledge?
I notice that real world employers tend to emphasise the last. Rightly, because it avoids the Spolskyan problem of “smart, but doesn’t get things done”
Are “you” using race as a proxy for IQ, using actual IQ, or using evidence of domain relevant knowledge?
(a) No; (b) Mostly; (c) Somewhat.
Domain knowledge functions as a hard cutoff at the lower end (if you need an accountant, you need someone who can do accounting) but the higher it is, the less important it becomes unless you’re filling a position at the bleeding edge of a particular field.
Domain knowledge is also not the same thing as work habits, effectiveness, etc.
Work habits, etc, can be judged by someone’s ability to get things done,
These haven’t been as extensively studied, but anecdotal evidence suggests these are also correlated with race. Furthermore, since judging these things is obviously going to be more subjective than looking at the results of a test, an employer relying on these is going to be even more open to accusations of racism.
Basically, each job has an appropriate IQ range. It’s better to pick people from the higher end of that range than from the lower end.
Work habits, etc, can be judged by someone’s ability to get things done, which can be judged from their resume as per standard recruitment procedures.
No, I don’t think you can effectively evaluate things like work habits on the basis of a “normal” resume. There is a reason people are hired after interviews and, sometimes, test periods and not just on the basis of their resumes.
You seem to think IQ is a better indicator. Why?
IQ is not a better indicator of work habits. However it is a good indicator of the contribution that a person can make to your organization. To make obvious observations, people with higher IQ work faster, make fewer mistakes, need less things explained to them, can handle the unexpected better, etc. etc.
Real worldemployers are careful not to hire unqualified people, because they get .bored, leave etc. I don’t see why thatwouldnt stretch to IQ.
So an antisocial geek with a high IQ would be great in customer services? Well, other wouldn’t. Real world employers have a more multidimensional view.
You are assuming there are no significant race- or sex-based differences.
For example, let’s say I run a business and I like to hire smart people. Basically, I prefer high-IQ people to low-IQ people. Given that the average black IQ is about one standard deviation below the average white IQ which is lower than average East Asian IQ, I would end up with employing relatively more Asian and white people and relatively less black people.
This is very straightforward case of disparate impact. What is it about my personal judgement that “they” should not trust?
Are you being serious? Did you notice how you went from “business need” to “like to hire smart people” to “prefer high-IQ”?
It might help to taboo what we mean by “business need”. Does it mean, “probably won’t go out of business next year if I don’t do this”, in that case it is likely that I don’t have a “business need” not to hire completely unqualified people as long as the rest can fill up the slack.
On the other hand, if “business need” means “this will make my business run better”, then as Lumifer pointed out, it just happens that business runs better with smart people than with stupid people.
Yes, I am. I do not have a legally demonstratable business need (that’s why I said it’s a straightforward case). It just happens that business runs better with smart people than with stupid people. Therefore I prefer to hire smart people and in this context “high-IQ” is a synonym of “smart”.
The outcome is clearly illegal under the disparate impact doctrine.
I am not sure what your position is here. That my desire to hire smart people is mistaken? That my ability to identify smart people is not be trusted?
I don’t have a clue who ‘you’ are. For the firefighting department we started with, I challenge both inferences. And I’m baffled at having to spell this out.
In this subthread “I” means a fictional business manager in a hypothetical situation. Specifically, that manager wants to hire smart people and runs head-first into a disparate impact case.
Perhaps you should consider that other people think differently than you and often start from different assumptions, too.
Are “you” using race as a proxy for IQ, using actual IQ, or using evidence of domain relevant knowledge?
I notice that real world employers tend to emphasise the last. Rightly, because it avoids the Spolskyan problem of “smart, but doesn’t get things done”
(a) No; (b) Mostly; (c) Somewhat.
Domain knowledge functions as a hard cutoff at the lower end (if you need an accountant, you need someone who can do accounting) but the higher it is, the less important it becomes unless you’re filling a position at the bleeding edge of a particular field.
Domain knowledge is also not the same thing as work habits, effectiveness, etc.
If you are not filling a position at the bleeding edge, you wouldn’t need high domainknowledge. I don’t see why you would need high IQ either.
Work habits, etc, can be judged by someone’s ability to get things done, which can be judged from their resume as per standard recruitment procedures.
You seem to think IQ is a better indicator. Why?
These haven’t been as extensively studied, but anecdotal evidence suggests these are also correlated with race. Furthermore, since judging these things is obviously going to be more subjective than looking at the results of a test, an employer relying on these is going to be even more open to accusations of racism.
Not necessarily high, but higher.
Basically, each job has an appropriate IQ range. It’s better to pick people from the higher end of that range than from the lower end.
No, I don’t think you can effectively evaluate things like work habits on the basis of a “normal” resume. There is a reason people are hired after interviews and, sometimes, test periods and not just on the basis of their resumes.
IQ is not a better indicator of work habits. However it is a good indicator of the contribution that a person can make to your organization. To make obvious observations, people with higher IQ work faster, make fewer mistakes, need less things explained to them, can handle the unexpected better, etc. etc.
Real worldemployers are careful not to hire unqualified people, because they get .bored, leave etc. I don’t see why thatwouldnt stretch to IQ.
So an antisocial geek with a high IQ would be great in customer services? Well, other wouldn’t. Real world employers have a more multidimensional view.