Delta seeks a happy medium

NWA, Delta cultures differ, but new company vows to be friendly and efficient

Nathan Hurst / The Detroit News

They were never complete opposites. (After all, they're both airlines.)

But to say there were differences separating the cultures of merger partners Delta Air Lines Inc. and Northwest Airlines Corp. might be putting it lightly.

Northwest long encompassed the to-the-point, hard-working culture of the Upper Midwest, where it long dominated. Its reputation for punctuality and efficiency sometimes eclipsed courtesy, and as a fitting homage to the states it served most heavily -- including Michigan -- roughly 85 percent of its employees were unionized.

Delta, on the other hand, reveled in the genteel nature of its Southern roots. While it never starred as a front-runner for most on-time flights, its employees have long been lauded by customers as friendly.

Delta workers also have long had a relatively happy relationship with their employer: Only pilots and a small group of controllers were unionized, minimizing much of the labor strife seen in years past at other carriers, including Northwest. In 1982, when Delta reported its first quarterly loss after more than 30 years of sustained profits, employees raised $30 million to buy the company a Boeing 767 plane, which flew for years under the moniker of "The Spirit of Delta."

Execs learn from example

For their part, executives say they're committed to bringing together the best aspects of both Delta and Northwest.

In his weekly addresses to Delta employees, CEO Richard Anderson has been careful to remind employees to be mindful of both performance metrics -- workers are rewarded with cash incentives if they meet certain operational goals -- and the need for top-notch customer service.

But is it really possible to have an airline that's both friendly and efficient?

"Absolutely, and I think there's indications they're making that happen," said Michael Boyd, founder of Boyd Group International, a Colorado-based aviation consultancy. "These folks learned a lot about what not to do from everybody who tried this before."

And indeed, Delta's executives have seen many recent examples of how not to merge airline cultures.

Pilot representation issues from the 2005 tie-up of US Airways and America West Airlines, for example, lingered into 2009, while Northwest itself long reeled from problems stemming from its 1986 buyout of Republic Airlines, which cemented Detroit Metropolitan Airport in Romulus as one of its biggest hubs.

But Delta and Northwest asked their respective pilot groups to work out a solution before the merger went forward, which has helped alleviate in-fighting that distracts customers and also allow the two airlines' fleets to be deployed on the most efficient routes.

'Trying harder than before'

Delta also has spent millions on efforts to ingrain itself in former Northwest stronghold cities, including Detroit.

While many companies have pulled back on corporate sponsorships because of the recession, Delta has poured money into supporting local teams like the Tigers and the Red Wings, while also giving to causes such as Habitat for Humanity and breast cancer fundraising drives.

Austin Kelleher, 28, a New York-based financial analyst who flies to Detroit for work every week, said he's been impressed with early results of the merger. He's noticed a greater focus toward on-time flying from Delta-operated flights, and a palpable difference in treatment from pre-merger Northwest employees.

"It's little things like bringing snacks back on coach flights and employees that are friendlier," Kelleher said. "I feel like they're trying harder than before."

nhurst@detnews.com (313) 222-2293