This is why you never end up hiring good developers

Hiring decisions often focus on the wrong signals. The article argues that overvaluing present skills, fancy degrees, or brand-name resumes blinds you to candidates who can grow and adapt. The real predictor of success is a candidate's capacity to learn quickly and communicate complex ideas clearly.

Common mistakes include whiteboard coding that tests memory instead of problem solving, asking obscure syntax questions, and rewarding pedigree over potential. The author warns against hiring friends or family, as personal ties create bias and power imbalances that hurt the organization.

Instead, interviewers should ask whether a candidate can eventually do the job and whether they will improve over time. Look for evidence of continuous learning, a track record of shipping software, and the ability to explain technical concepts to non-experts. Candidates who admit what they don't know but show curiosity are far more valuable than those who bluff their way through.

Treat the interview as a conversation, not an interrogation. Reduce stress, avoid hidden bias, and enforce a no-asshole policy to keep team morale high. Separate "team fit" from personal friendship; you need someone you can work with, not necessarily someone you want to hang out with after hours.

For technical leaders, the takeaway is to redesign interview processes: focus on growth potential, communication skills, and proven improvement rather than rote knowledge or résumé fluff. This shift reduces hiring mistakes, improves team performance, and builds a healthier engineering culture.