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United Airlines CEO said he uses well-liked pilots make sure new hires pass the hang-out test

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You might be qualified for the job, but do people actually like hanging out with you?

That’s a question United Airlines is interested in when assessing new hires — and uses a unique tactic in order to answer it.

Scott Kirby, United Airlines CEO, told McKinsey chief Bob Sternfels in an interview published in early April that he started a new process at the company aimed at evaluating if a candidate is a good cultural fit.

Kirby said he asked the head of flight operations to identify a dozen pilots who are “well-liked by everyone.” When candidates come in for interviews, those popular pilots will hang out with them — walk them around the building, have lunch with them, and escort them to interviews.

“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.”

A spokesperson for United told Business Insider that practice is one part of a larger process for hiring pilots that includes “the rigorous standards set by United and the FAA.”

Assessing for culture fit is common in hiring, but the stakes could be especially high when it comes to flight crews who can spend days at a time working together on consecutive flights.

Jobs at United Airlines can also be competitive. Kirby said in the interview with McKinsey that when United lists openings for 2,000 to 3,000 flight attendant roles, the company can receive 75,000 applications in a couple of hours.

“So for us, the question is: How do you find people who have the right mentality and customer service attitude?” he said. “We can train them to do the jobs, but how do you build a process to pick the right people and keep them excited?”

As of December 2025, United Airlines had around 113,200 employees, according to company financials, after several years of head count growth.




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Taylor Rains

Delta’s order for Boeing 787 Dreamliners puts United and American on notice. Here’s why.

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Delta Air Lines is entering its Dreamliner era.

Its order of up to 60 Boeing 787-10 planes reinforces Delta’s broader strategy of competing aggressively for premium long-haul travelers — a segment that has made the transatlantic market increasingly lucrative.

The new planes for long-haul routes will add pressure on US rivals American and United, which are also competing for the same international travelers, especially those in premium cabins that generate the most profit for airlines, including Delta.

Delta is hoping for a bigger piece of that pie.

It said the new 787 cabins will feature its signature Delta One business class alongside premium economy and standard coach. United has been particularly aggressive with niche transatlantic routes, while American has rolled out a new business-class product on its Dreamliners.

Delta’s new jets won’t arrive until the next decade. Until then, Delta will continue flying its aging 767s, which the Dreamliners will eventually replace.

Delta President Glen Hauenstein said in the airline’s earnings call on Tuesday that the 787 is a “financially great airplane” that offers enhanced cargo capacity, improved fuel efficiency, and ample space for those all-important premium cabins.

Meanwhile, Hauenstein said the airline would grow capacity by 3% this year, with new seat growth concentrated in premium cabins.

Delta didn’t disclose how much it was paying for the new planes.

It’s the airline’s first direct order of the popular jet, which has garnered more than 2,000 global orders. It represents a shift in its long-haul fleet strategy. Delta bought 30 and has options for 30 more.

The 787 will complement Delta’s Airbus widebodies

Delta’s purchase of Boeing 787s is significant for an airline that has long been dominated by Airbus on the widebody side.

The airline inherited a 787 order through its merger with Northwest Airlines back in 2008, but canceled it in 2016, citing delays, quality issues, and a preference for Airbus.

It opted for Airbus A330neo and A350-900 as its next-generation long-haul workhorses, and it expects to receive the larger A350-1000 later this year.

The addition of the 787‑10 diversifies and further modernizes the fleet. The variant ordered is the largest of the Dreamliner family, seating up to 336 passengers, but has the shortest range at roughly 7,300 miles.

Still, it outpaces the aging Boeing 767s that Hauenstein said the Dreamliner is set to replace, meaning it can carry more passengers more efficiently on both existing and new long-haul routes.

Delta’s 767s primarily fly to Europe and South America, where the airline said the 787 would be an “ideal addition.”

The order is a notable boost in confidence for Boeing, which has faced labor strikes, a change in leadership, and significant quality control issues for years — including on the 787 — but is gradually rebuilding trust from customers, investors, and regulators.

Delta made billions of dollars in 2025

The 787 deal comes alongside Delta’s better-than-expected earnings report for the fourth quarter and full-year 2025.

Its net income was about $5 billion, largely driven by continued strong premium and corporate demand, though main‑cabin ticket revenue fell about 7% year-over-year.

The airline previously said the government shutdown shaved roughly $200 million off its pre-tax profit after regulators forced airlines to reduce flying by 10% to alleviate congestion and ensure safety.

Delta’s stock slipped after its earnings report, but it has still gained about 6% over the past year.




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