This Harvard Business Review case study examines Delta Air Lines' commitment to diversity, equity, and inclusion (DEI) through the lens of its participation in the OneTen coalition. It explores how CEO Ed Bastian spearheaded initiatives to restructure talent acquisition, prioritize skills over degrees, and create a culture of internal advancement. The case highlights the challenges and opportunities of building a truly inclusive organization and offers valuable insights for leaders seeking to foster diversity and equity within their own companies.
In December 2020, Delta Air Lines CEO Ed Bastian and his leadership team faced a critical decision: to commit to recruiting, hiring, training, and advancing one million Black Americans into stable, well-paid jobs over the next decade as part of the OneTen coalition. However, if Delta joined, Bastian knew he had a significant challenge: transforming the airline into a truly inclusive environment where everyone had equal access to career opportunities.
This case study explores how Bastian tackled this challenge. He shifted Delta's talent architecture to prioritize skills over traditional four-year degrees and implemented new apprenticeship programs to attract entry-level employees. Bastian also made a conscious decision to prioritize front-line employees for internal promotions instead of relying on external recruitment. This strategy aimed to create a culture of growth and advancement within Delta, empowering employees from all backgrounds to reach their full potential.
LEADERSHIP DIVERSITY AND INCLUSION CORPORATE SOCIAL RESPONSIBILITY TALENT MANAGEMENT AIRLINE INDUSTRY
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