Hire smart
Like most things, it’s easier to maintain a happy work force than to
build one from the ground up. That’s why Tackett places a high priority on starting off with the right people.
“The folks that work for Delta have been hand-picked because of
their experience and knowledge but also because they have a winning attitude, great work ethic and are team players,” she says. “We
have a rigorous interview process to ensure that we hire the right
people because we realize how much time, energy and effort it takes
to correct performance problems.”
Prospective employees can expect no fewer than four interviews
with Delta before an offer is extended. The first part is a 30- to 45-minute telephone conference, which isn’t that unusual, but the next
step is a panel interview with at least three key employees. If each
panel member independently rates the candidate high enough, the
interviewee is called back a third time to meet with a group of senior managers.
“If all is well and it looks as though an offer will be extended, a
meeting is scheduled with the candidate and me, as the final check
and balance,” Tackett says. “We are very deliberate about the types
of individuals that we employ and while experience and knowledge
is mission critical to serve our customers, equally important is attitude, work ethic and being a solid team player.
“I think one of the primary reasons that people enjoy working for
Delta is because of the culture that we have created.”
That doesn’t mean there’s never been any trouble in paradise. But
Tackett makes sure any employee performance or attitude problems that crop up are addressed as soon as they are recognized by a
manager.
“I have experienced many situations in my career where employee productivity and growth of a work group suffered because performance issues were not addressed quickly by management,” she
says. “In at least a couple of cases, employees left the department
because the situation was not handled timely and effectively.”
Sometimes, that can mean showing technically capable but lax
employees the door to prevent widespread discontent.
“While every effort is made to correct the issue, we do not dillydally around,” Tackett says. “If positive changes are not recognized according to a prescribed timeline, the employee will be
released — for their own good and the good of the organization.
It is unhealthy, and costly, for the organization and the individual
to allow the process to drag on. I firmly believe that this practice
has kept our highest-performing employees more satisfied with
their work.”
