The interviewer skills ladder for high growth companies
This article has some interesting tips and useful encouragement but the system it outlines has a glaring hole: there is no objective feedback loop based upon <i>outcomes</i> back to the interviewer.  The author appears to encourage that interviewers seek feedback, but the message is not to look for data but <i>sentiment</i>:<p>“One way you can tell you’re proficient is that recruiters and hiring managers try to find ways to include you in their interview loops because they know you’ll both get the candidate excited and be able to assess their work fairly, even if they take an unusual approach.”<p>If recruiters and hiring managers want you on a panel, it signals that you’re unlikely to disrupt their pipelines by rejecting candidates.  This is especially true for high-growth companies (e.g. Twitter where ICs would do 8 onsites a week; I did 5 per week for years).  They like you not because you’re proficient but because you’re aligned.<p>Is it possible to be aligned and “wrong” ? Of course!  Invariably, gluttonous hiring practices result in the need for “bar raisers” to restore consistency, entire teams with no real focus, and an explosion of communication channels.  Hypergrowth is cancerous.  And if everybody is in it together, nobody will be hold another accountable.<p>This article outlines very little about proficiency and a lot about how to brainwash new grads into believing alignment itself with a recruiting process is a very special skill.  Seek evidence about real outcomes instead.  Do your own critical thinking.