There's one thing this article misses, and one thing I totally disagree on.
Hiring for prior experience - the author emphasizes this, and based on my experience this should be de-weighted. The issue is that as soon as you start to define an area of experience, your hiring pool shrinks dramatically. Consequently you are more likely to pick a less powerful engineer. Another, bigger downside here is that companies are terrible at figuring out what they really need. Consequently you've hired someone who can do A and B but one month in you realize that the thing you were missing is really C. A less powerful engineer will have a harder time transitioning over to doing C work, and you'll be worse off. Moreover they might be upset - they came in with the expectation of doing A & B, and they're sitting here doing something unrelated instead. Can't count the number of times I've seen this happen, to both the employee's and company's detriment.
The thing that this article misses is how to avoid hiring jerks. Terrible employees can be a net negative to a company. Jerks, particularly those in senior positions, are the thermonuclear version of terrible employees. They can demotivate and destroy the productivity of entire teams and cause your best engineers to rage-quit. The best interviewing tactic I've seen to weed out these people is watching how someone behaves when you "play dumb" in an interview. See if they're happy to explain something to you, or if they get impatient with your lack of knowledge. A related trick is challenging them on something that is obviously correct - see if they carefully prove why their answer is correct, or become antagonistic. Really smart people are good, but much more effective are those that can help bring everyone else up to their level.