Hiring managers do not expect this outcome. “The high percentage of underrepresented applicants that make it through the skills-first screening process is often met with suspicion,” says Sharon Jank, a social psychologist and Ph.D. candidate at Stanford University, who is conducting her doctoral research with GapJumpers.  In her work, Jank has observed that “hiring managers tend to be surprised that the top performing submissions they pick to advance very often come from applicants without an elite education, training, or experience.  This suggests blind performance auditions are a powerful tool to manage bias and address the pervasive and incorrect assumption that elite pedigree best predicts performance of on the job skills."

The paradox of meritocracy builds on other research showing that those who think they are the most objective can actually exhibit the most bias in their evaluations. When people think they are objective and unbiased then they don’t monitor and scrutinize their own behavior. They just assume that they are right and that their assessments are accurate. Yet, studies repeatedly show that stereotypes of all kinds (gender, ethnicity, age, disability etc.) are filters through which we evaluate others, often in ways that advantage dominant groups and disadvantage lower-status groups. For example, studies repeatedly find that the resumes of whites and men are evaluated more positively than are the identical resumes of minorities and women.This dynamic is precisely why meritocracy can exacerbate inequality—because being committed to meritocratic principles makes people think that they actually are making correct evaluations and behaving fairly. Organizations that emphasize meritocratic ideals serve to reinforce an employee’s belief that they are impartial, which creates the exact conditions under which implicit and explicit biases are unleashed.

In one company study, Castilla examined almost 9,000 employees who worked as support-staff at a large service-sector company. The company was committed to diversity and had implemented a merit-driven compensation system intended to reward high-level performance and to reward all employees equitably.But Castilla’s analysis revealed some very non-meritocratic outcomes. Women, ethnic minorities, and non-U.S.-born employees received a smaller increase in compensation compared with white men, despite holding the same jobs, working in the same units, having the same supervisors, the same human capital, and importantly, receiving the same performance score. Despite stating that “performance is the primary bases for all salary increases,” the reality was that women, minorities, and those born outside the U.S. needed “to work harder and obtain higher performance scores in order to receive similar salary increases to white men.”

This strong commitment to meritocratic ideals can lead to suspicion of efforts that aim to support particular demographic groups. For example, initiatives designed to recruit or provide development opportunities to under-represented groups often come under attack as “reverse discrimination.” Some companies even justify not having diversity policies by highlighting their commitment to meritocracy. If a company evaluates people on their skills, abilities, and merit, without consideration of their gender, race, sexuality etc., and managers are objective in their assessments then there is no need for diversity policies, the thinking goes.

Americans are, compared with populations of other countries, particularly enthusiastic about the idea of meritocracy, a system that rewards merit (ability + effort) with success. Americans are more likely to believe that people are rewarded for their intelligence and skills and are less likely to believe that family wealth plays a key role in getting ahead. And Americans’ support for meritocratic principles has remained stable over the last two decades despite growing economic inequality, recessions, and the fact that there is less mobility in the United States than in most other industrialized countries.

And many white working-class voters feel a sense of subordination, derived from a lack of formal education, and that can play a part in their politics. Back in the early 1970s, the sociologists Richard Sennett and Jonathan Cobb recorded these attitudes in a study memorably titled The Hidden Injuries of Class. This sense of vulnerability is perfectly consistent with feeling superior in other ways. Working-class men often think that middle-class and upper-class men are unmanly or undeserving. Still, a significant portion of what we call the American white working class has been persuaded that, in some sense, they do not deserve the opportunities that have been denied to them.They may complain that minorities have unfair advantages in the competition for work and the distribution of government benefits. Nevertheless, they do not think it is wrong either that they do not get jobs for which they believe they are not qualified, or that the jobs for which they are qualified are typically less well paid. They think minorities are getting “handouts” – and men may feel that women are getting unfair advantages, too – but they don’t think the solution is to demand handouts for themselves. They are likely to regard the treatment of racial minorities as an exception to the right general rule: they think the US mostly is and certainly should be a society in which opportunities belong to those who have earned them.

In a 2014 National Opinion Research Center survey, more Americans identified as working-class than as middle-class. One (but only one) strand of the populism that tipped Donald Trump into power expressed resentment toward a class defined by its education and its values: the cosmopolitan, degree-laden people who dominate the media, the public culture and the professions in the US. Clinton swept the 50 most educated counties, as Nate Silver noted shortly after the 2016 election; Trump swept the 50 least. Populists think that liberal elites look down on ordinary Americans, ignore their concerns and use their power to their own advantage. They may not call them an upper class, but the indices that populists use to define them – money, education, connections, power – would have picked out the old upper and upper-middle classes of the last century

In that distant future, riches and rule were earned, not inherited. The new ruling class was determined, the author wrote, by the formula “IQ + effort = merit”. Democracy would give way to rule by the cleverest – “not an aristocracy of birth, not a plutocracy of wealth, but a true meritocracy of talent.” This is the first published appearance of the word “meritocracy”, and the book aimed to show what a society governed on this principle would look like.

Inspired by the meritocratic ideal, many people these days are committed to a view of how the hierarchies of money and status in our world should be organised. We think that jobs should go not to people who have connections or pedigree, but to those best qualified for them, regardless of their background. Occasionally, we will allow for exceptions – for positive discrimination, say, to help undo the effects of previous discrimination. But such exceptions are provisional: when the bigotries of sex, race, class and caste are gone, the exceptions will cease to be warranted. We have rejected the old class society. In moving toward the meritocratic ideal, we have imagined that we have retired the old encrustations of inherited hierarchies. As Young knew, that is not the real story.

"That's a good luck omen," the Englishman said, after the fat Arab had gone out. "If I could, I'd write ahuge encyclopedia just about the wordsluck andcoincidence. It's with those words that the universallanguage is written.'

And he went on, fearing that the boy wouldn't understand what he was talking about, "It's in the Bible.The same book that taught me about Urim and Thummim. These stones were the only form of divinationpermitted by God. The priests carried them in a golden breastplate."

"They are so used to me that they know my schedule," he muttered.Thinking about that for a moment, he realized that it could be the other way around: that it was he whohad become accustomed totheir schedule