How purpose transformed employee engagement at United Airlines

In an era where customer experience is paramount, United Airlines has charted a remarkable course of transformation by aligning its core business strategy with a clear sense of purpose.

Under the leadership of CEO Scott Kirby, United Airlines has embraced a philosophy that connects its strategic objectives with the very heart of its workforce. The company’s purpose—"Connecting people, uniting the world"—has not only reshaped the airline’s external image but also acted as a key driver of employee engagement. Scott shares his insights on how United Airlines effectively leverages its purpose to boost employee morale and performance, creating a company culture grounded in pride and belonging.

Purpose as a core driver of

At the heart of United Airlines’ employee engagement strategy is the belief that pride in one’s work and company is the cornerstone of performance. Since joining the company, Scott has made it clear that his primary objective as a leader is to ensure employees are proud to be part of the United team.

"I really only have one responsibility," Scott says, "and that is to create a company, an airline, that they are proud of. If the 100,000 employees at United are proud of the company, they're going to take care of everything else." This focus on cultivating pride has proven to be a game-changer, effectively turning United’s employees into ambassadors of the company’s mission.

Historically, customer service in airlines has been driven by tactical training and compliance measures, such as "smile training," which often fail to generate authentic engagement. Scott rejects this approach, believing that true service excellence can only arise from a deep connection to the company’s purpose.

"Service excellence will never happen if employees are angry at the company, if they think we don't care," he explains. "It doesn't matter how much we tell them to smile. But if they feel good about the company, they'll deliver."

Trust and transparency amid crisis

United Airlines’ focus on purpose-driven engagement was most evident during the COVID-19 pandemic. Taking over as CEO in May 2020, Scott led the airline through one of the most turbulent periods in aviation history. During this crisis, transparent communication and a sense of shared purpose became the foundation of United's employee engagement strategy.

In the early days of the pandemic, Scott adopted a direct communication style, frequently releasing video updates known as "Straight from Scott." These updates quickly became essential touchpoints for employees, with over 90% of the workforce tuning in to hear about the airline’s future. Scott's candor and consistency built trust at a time when employees were unsure of their futures.

"We were the only people—the only airline—who thought COVID was going to be deep and last for
a couple of years from the very beginning," Scott shares. While this foresight initially drew criticism, it ultimately earned credibility with employees; laying the foundation for a level of trust and engagement that would be crucial for United’s recovery.

Purpose in action: from crisis to innovation

Beyond crisis management, United Airlines has actively connected its purpose to employees’ day to-day experiences. The airline’s “Connecting people, uniting the world” purpose became more authentic during the pandemic, as employees played a key role in critical missions. From transporting medical supplies to the U.S. to flying vaccines around the globe, United’s workers saw firsthand how their contributions were making a difference.

"In those moments that matter, we're not just a business; we're making a difference in the
world," Scott remarks. This not only reinforced the company’s purpose but also strengthened employees’ sense of meaning in their roles. The pride employees felt in being part of a company that played a critical role in global recovery contributed to the positive shift in customer service, as frequent flyers and industry observers alike began to notice a change in United’s workforce.

Building a culture of leadership and ownership

Central to United’s strategy is empowering employees to feel like stakeholders in the company’s future. Scott encouraged a leadership culture that celebrated taking risks and embracing innovation, all while aligning with the company’s overarching purpose. He speaks candidly about how important it was for the company to foster a sense of ownership among its employees, stating, "When they feel that way, it gets the ball gets rolling and they become unstoppable".

Scott's emphasis on risk-taking and innovation helped shift United’s internal culture, fostering pride not only in the company’s growth but also in the airline’s pioneering mindset. Employees took pride in United’s bold initiatives, such as its leadership in sustainability and its massive investments in new aircrafts during the pandemic, which positioned the airline for future growth.

Purpose as a sustainable advantage

United Airlines’ focus on purpose has not only revitalized its internal culture but also laid the groundwork for sustained success. By aligning its employee engagement strategy with a higher mission, United has tapped into a powerful source of motivation that goes beyond traditional incentives or training programs. The result is an airline where employees are not just doing their jobs—they are living the company’s purpose.

As Scott remarks: "When employees know that what they're doing isn’t just about business, that it really makes a difference in people’s lives, it helps them live the purpose of 'Connecting people and uniting the world'. It doesn’t feel like a slogan—it feels like what they are doing every day.