This gleeful derision seems especially cruel in view of the more serious abuse that modern life has heaped upon the less intellectually gifted. Few will be surprised to hear that, according to the 1979 National Longitudinal Survey of Youth, a long-running federal study, IQ correlates with chances of landing a financially rewarding job. Other analyses suggest that each IQ point is worth hundreds of dollars in annual income—surely a painful formula for the 80 million Americans with an IQ of 90 or below. When the less smart are identified by lack of educational achievement (which in contemporary America is closely correlated with lower IQ), the contrast only sharpens. From 1979 to 2012, the median-income gap between a family headed by two earners with college degrees and two earners with high-school degrees grew by $30,000, in constant dollars. Studies have furthermore found that, compared with the intelligent, less intelligent people are more likely to suffer from some types of mental illness, become obese, develop heart disease, experience permanent brain damage from a traumatic injury, and end up in prison, where they are more likely than other inmates to be drawn to violence. They’re also likely to die sooner.

Rather than looking for ways to give the less intelligent a break, the successful and influential seem more determined than ever to freeze them out. The employment Web site Monster captures current hiring wisdom in its advice to managers, suggesting they look for candidates who, of course, “work hard” and are “ambitious” and “nice”—but who, first and foremost, are “smart.” To make sure they end up with such people, more and more companies are testing applicants on a range of skills, judgment, and knowledge. CEB, one of the world’s largest providers of hiring assessments, evaluates more than 40 million job applicants each year. The number of new hires who report having been tested nearly doubled from 2008 to 2013, says CEB. To be sure, many of these tests scrutinize personality and skills, rather than intelligence. But intelligence and cognitive-skills tests are popular and growing more so. In addition, many employers now ask applicants for SAT scores (whose correlation with IQ is well established); some companies screen out those whose scores don’t fall in the top 5 percent. Even the NFL gives potential draftees a test, the Wonderlic.

Yes, some careers do require smarts. But even as high intelligence is increasingly treated as a job prerequisite, evidence suggests that it is not the unalloyed advantage it’s assumed to be. The late Harvard Business School professor Chris Argyris argued that smart people can make the worst employees, in part because they’re not used to dealing with failure or criticism. Multiple studies have concluded that interpersonal skills, self-awareness, and other “emotional” qualities can be better predictors of strong job performance than conventional intelligence, and the College Board itself points out that it has never claimed SAT scores are helpful hiring filters. (As for the NFL, some of its most successful quarterbacks have been strikingly low scorers on the Wonderlic, including Hall of Famers Terry Bradshaw, Dan Marino, and Jim Kelly.) Moreover, many jobs that have come to require college degrees, ranging from retail manager to administrative assistant, haven’t generally gotten harder for the less educated to perform.