Hiring feels broken in many businesses, typically because it is executed by people who do not understand the target position, especially with technology. And, like the author tried to focus on, it doesn't help when the focus is far too heavily on a specific piece of the tech puzzle, and not on the overall talent and aptitude of the candidate her/himself.
I've both participated in and executed hiring processes in a mid-size (~500 emps) corporation where just about everyone wears ties or biz-casual (gross).
I sat in on one department's hiring rounds with about six candidates. What the dept was looking for was a programmer who had MS/.NET experience to develop on the MediaRoom platform (I managed the internal development team, hence my sitting in; responsibility for operating MediaRoom was under the other dept, however, so this candidate was not going to be able to be part of my team (stupid corporate organizational bullshit where dept mgrs squabble and scramble for stupid feelings of control and shit)). The questions the dept came up with and spent 1-2 hrs torturing the candidates with included zero questions about programming experience and aptitude-gauging type of inquiries. No questions about past projects, current interests, or anything remotely helpful. All the questions that were technical revolved around sysadmin tasks or how many damn acronyms the candidate was familiar with from MS's alphabet soup of platforms & products--literally asking if the candidate knew what they meant, not if they understood purpose or anything else like that. For a fucking programming job. The position stayed open for a year-and-a-half without being filled.
Biggest problem I saw? The interview was designed by a guy with zero programming experience trying to hire a programmer. Why the questions he chose? Best I can tell, servers and sysadmin tasks were something his dept had long done, and something he semi-understood (but didn't do himself).
In contrast, when I ran hiring for my dept, I requested explicit permission to direct the interviews myself, instead of having them led by HR (though an HR rep was still there). Before setting up an interview, my team and I would meet the candidate for lunch just to get to know them a bit. It was sort of our version of testing- or phone-based screening processes. We could figure out more in an hour lunch that we could trust than automated tests or other devices.
After the first candidate's official interview, I heard HR was talking about it. By the second candidate's interview two days later, the SVP of HR sat in on the process with the other HR person who was always there. What was most interesting to HR, apparently, was that candidates didn't display any of the typical nervous behaviors that are so common. About 10 minutes in, we had them relaxed, talking and smiling and laughing like normal, discussing things they did in their free time to take a break from programming, talking about the projects they'd loved and hated the most--even talking about times they'd fucked up. That last bit was really fun to watch HR react to, as they hadn't ever experienced anyone talking about times they'd done something wrong in an interview.
There were no bullshit how-would-you-resolve-a-stupid-conflict-with-a-coworker questions. We asked some general tech and programming questions, shot the shit about open source projects that impressed the candidate. The focus, though, was on collaborative tasks where the entire dev team went through a couple exercises with the candidate as if s/he was part of the team already, letting the candidate lead, but basically serving as a normal team would--asking questions, raising objections, saying what a good idea or novel approach something was. It was a great way to get a feel for what it'd be like to work through a problem together.
By the time we'd interviewed 4 people, we'd already hired 2 of them and I had to push pretty hard to get a very competitive offer out immediately before finishing all the rounds. I nagged the hell out of them till they were willing to break their own rules of waiting till all interviews were done. Our positions did not stay open even one month before we hired three new people. But making them successful required a lot of effort on my part to plead and nag and bargain to get processes bent so we could pull it off.
Hiring feels broken in many businesses. But it doesn't have to be.
Disclaimer: This was a mid-size company. I'm not saying that companies who receive hundreds or thousands of applicants can afford to take the time to do things this way. I can say that every interview that has ever meant a damn to me were the ones where the people interviewing actually took the time to be relaxed, get to know me a bit, and just make interviewing more like having a conversation. It's not coincidence that each one of those happened to be over coffee or lunch or somewhere away from a conference room and table as the first meeting.