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This article aims to propose a both theoretical and operational definition of the notion of propensity to discriminate (PTD), as a diagnostic indicator for diversity management.

This model is tested using a few criteria, including origin, race and religion with employees of French organisations which promote professional integration (n=103).

The results show the general nature of the process and lead to prospects for the use of PTD for diversity management.

This indicator is concerned with the “dark side” of diversity, as it focuses on the triggering factors of discriminating (vs non‐discriminating) behaviours in work situations where the risk of discriminating against others is high.

Physical appearances constitute a criterion of discrimination recognised by the French law. This topic is often raised in the field of media and advertising, but the consequences of stereotypes and prejudices about appearances at work are not taken into account as much. However, this criterion is subject to a multitude of normative injunctions, located in time and space, and significantly affects all spheres of life. Voluntary or involuntary transgression of these norms leads to processes of segregation, discrimination and harassment. These processes are all the more insidious because their legitimacy is less questioned than when it concerns a criterion shared by a collective such as race or gender. Appearances are, in fact, perceived as individual characteristics; moreover, some of them are perceived as controllable, which justifies the unfavourable treatment of people who do not fit the norm.

At work, recruitment is the most obvious step in which appearances play a role because first impressions are largely based on them. But remuneration or daily life at the office is also affected by beliefs and expectations about appearances. After presenting testimonies from focus groups on this issue, we offer some advices for organisations concerned by the topic.