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Key Takeaways United Airlines CEO Scott Kirby uses a handpicked group of about a dozen pilots to vet job candidates for cultural fit and likability, not just skills.
These pilots shadow candidates throughout the interview day to judge whether they would want to spend a four‑day trip with them.
The pilots have veto power: if they decide a candidate isn’t someone they’d enjoy flying with, that person is rejected even if technically qualified.
At United Airlines, qualifications matter — but so does cultural fit. CEO Scott Kirby uses an unconventional hiring process to gauge candidates’ interpersonal skills, not just their résumés.
In a new podcast interview with McKinsey chief Bob Sternfels, released earlier this month, Kirby elaborated on his new way to determine if job candidates are a good fit for the airline.
First, he asked the head of flight operations to pick out a dozen “well-liked” pilots. Then, when candidates visit for interviews, the pilots accompany them throughout the day — giving a tour of the facility, joining them for lunch and guiding them to their scheduled meetings. The idea is to recreate what it actually feels like to spend multiple days on traveling together and see who naturally meshes with the team.
“I told this group of pilots, ‘Your job is just to assess: Is this interviewee someone I would like to take a four-day trip with? And if you say no, then they’re out. You get a veto vote,'” Kirby said. “The idea is to pick people who care about others, who you want to hang out with, who you want to be with.”
United is highly selective
United’s enormous hiring funnel is part of what makes this approach possible. Kirby said that United receives 75,000 applications in a matter of hours for a job, and the airline ends up hiring around 3,000 candidates — a 4% acceptance rate. At that volume, the company can afford to be highly selective, using subjective filters like “would I want to fly with this person for four days?” without worrying about running out of qualified candidates.
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