United Airlines CEO Scott Kirby is using an unusual hiring test to decide which candidates move forward, asking whether well-liked pilots would want to take a four-day trip with them. In an interview with McKinsey chief Bob Sternfels, Kirby said the goal is to find people with the right mentality and customer service attitude.
The process centers on a small group of pilots selected by the head of flight operations because they are “well-liked by everyone. ” Those pilots then meet candidates during interviews and have a veto vote if they do not think the person would be good company on a long trip.
Kirby said the method is part of United Airlines’ broader approach to hiring, alongside standards set by the company and the Federal Aviation Administration. He framed the test as a way to find workers who care about others and can work well in an environment where crews spend long stretches together.
How the United Airlines hiring test works
Kirby said he told the 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. ” He added that the company is trying to pick people “who care about others, who you want to hang out with, who you want to be with. ”
The idea is not the only layer in the hiring process. A United Airlines spokesperson said the practice is one part of a larger system for hiring pilots that also includes the rigorous standards set by the airline and the FAA.
Why culture fit matters at United Airlines
Kirby said the airline faces intense competition for talent. When United lists openings for about 2, 000 to 3, 000 flight attendant roles, it can receive 75, 000 applications in just a couple of hours. That pace, he said, helps explain why the company is focused on finding people with the right mindset from the start.
He also said United Airlines is one of the few places where workers without a college diploma can still move into a wide range of roles, including flight attendants, tech ops, ramp agents, and gate agents, while earning six-figure incomes. That makes the screening process especially important, Kirby said, because the company wants to identify people who can be trained well and stay motivated.
The hiring approach also reflects a broader theme in executive recruiting: personality and interpersonal behavior can matter as much as formal experience. Kirby’s test puts that idea into practice by making character part of the room-long interview process.
What happens next for United Airlines
United Airlines is not signaling a change to its standards; instead, Kirby’s comments show how the company is sharpening its selection process inside those existing rules. The 4-day trip test is meant to help narrow the field, not replace the airline’s formal requirements.
For United Airlines, the question now is how far that philosophy will shape future hiring as demand for roles remains strong and the company continues to sift through a large pool of applicants. Kirby’s message is clear: the airline wants people who can do the job and be the kind of teammate others would trust on a long trip with United Airlines.
