We’ve found that it’s important to clearly define these expectations - they’re listed on every job description - and build our interviewing methodology around them. But you also have to hire people who are engaged from the start, whose values are in sync with the organization’s.Īt Southwest, for example, we talk about hiring not for skills but three attributes: a warrior spirit (that is, a desire to excel, act with courage, persevere and innovate) a servant’s heart (the ability to put others first, treat everyone with respect and proactively serve customers) and a fun-loving attitude (passion, joy and an aversion to taking oneself too seriously.) Yes, an employer must work to keep employees engaged by offering good pay and benefits, opportunities for development and advancement and a collaborative, mission-driven culture. That’s because we view engagement as a two-way street.
So far this year, for example, we’ve reviewed 287,422 resumes, chosen 102,112 candidates to interview, and hired only 6,582 people, or less than 2% of all applicants. But, since the company was founded, even before our first flight on June 18, 1971, we’ve been extremely selective in our hiring. Given the talent shortage facing our industry, you’d think we’d be tempted to snap up many of those candidates, particularly ones with backgrounds in engineering and technology. Southwest Airlines receives a job application every two seconds.
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