Also, candidates who do too well could be too good for the job, since Google supposedly likes having incredibly overqualified people maintain do-nothing internal apps.
How do you rate job success?
It doesn't matter how good the interviewer feels the candidate is, or whether a design was picked from a decision tree. All that matters is whether the candidate can do the work at actual companies.
I think people here are reacting to irrelevancies during the interview process -- questions which cannot possibly be reflective of a candidate's real-world competency. (When was the last time you shifted a gigabyte of memory? And even if you did, that's not what companies are going to employ people to do. So why ask the question? Are you sure it isn't trivia?)
We've recently moved to a new interview processes organized around this idea of max skill. It's working great in terms of company matching and predictive ability. However, it seems we may have underestimated the cost to candidates of being asked about areas where they are weak. There's more negative feedback here than we've seen in previous HN discussions, and I think that the interview change may be behind that. I'm taking that to heart. I think we can probably articulate it better (that we measure in a bunch of areas and look for max strength). We're also running an experiment now where we ask engineers are the start of the interview which sections they think they'll do best on. I'm excited about this. If engineers can self-identify their strongest areas, we'll be able to make the process shorter and much more pleasant!
So, the bit shift question: that come up down one branch of a system design question that we used for a while (we've since moved to a more targeted version that is more repeatable). The (sub)issue involved adding a binary flag to a large data blob (this came up as part of a solution to a real-world caching problem). Adding a single bit flag to the front of a 1GB blob has a problem. To really add just one bit, you'd have to bitshift the entire 1GB. This is clearly not worth it to save 7 bits of storage (ignoring that that would not be saved in any case). You can just use a byte (or word), or add the flag at the end. When candidates suggested adding a bit flag at the front, we would follow up asking them how they'd do it (to unearth if they were using 'bit' as a shorthand for a reasonable solution, or if they really are a little weak in binary data manipulation). This was one small part of our interview. By itself it in no way determined the outcome of the interview, or even of the low-level systems section. Plenty of great engineers might get it wrong. But I don't think it was unfair.
Of course it's unfair. The candidate isn't actually programming a solution when they're talking to you. They're on a tight time crunch, under a microscope, in front of an interviewer. The answers to your questions will literally make or break their future with you. Did you specify to them in your original question that the entries in the cache are 1GB large? If you assigned them the task of implementing a solution to your caching question, they would immediately notice using a 1-bit flag is a poor design decision.
The point is:
Plenty of great engineers might get it wrong.
That says quite a lot more about Triplebyte's question than the engineers. A wrong answer doesn't mean they're weak in bit manipulation or that they decide to implement poor solutions. It says they're suffering from interview jitters. They're weak in the artificial environment you've constructed for the purposes of the interview, which may or may not correlate with their actual ability.
This may sound like useless theorizing, but unfortunately a massive number of excellent engineers are awful in an interview setting. But if you give them a problem to actually solve, they pass with flying colors.
Triplebyte does give problems to candidates to solve, but it sounds like you also care about whether they can pass your interview (by demonstrating sufficient max skill when prompted) instead of whether they can implement solutions to the problems you assign to them. This rules out candidates who would otherwise do very well, which is the type of candidate you're trying to find.
I know that you're saying the verbal section of the interview isn't the whole process, but are you sure it's an effective one?
It might be positively misleading. A candidate who is very strong in the area you're looking for is also likely to be someone who will get your questions completely wrong, because they're not programming. They're talking. So it sounds like you're selecting for people who can talk well: those who can show strength during your interview when prompted verbally. Is that the right metric to find talented candidates?
If you were to put together a pipeline where e.g. you give candidates an XCode codebase and say "There are bugs in this codebase, and <specific missing features>. Implement as many fixes or improvements as you wish or have time for, then send us the code," you would have a mechanism which selects for candidates who are ~100% competent, since that's exactly the type of work they'll be doing on a day-to-day basis.
Some candidates wouldn't want to do that, so perhaps there should be an alternative for them. But it'd be vastly more effective than quiz-style questions during a timeboxed interview.
It's possible to come up with endless reasons why it might be a bad idea to set up a pipeline like that. But all the companies that have set it up have been shocked how well it works when they rely solely on that test. Instead of an opportunity to show strength during an interview, the candidate is able to directly answer the question "Can they do the work?"
EDIT: From one of the other comments (https://news.ycombinator.com/item?id=13834231):
> I applied through their project track. It was described as a low-pressure way to write your code ahead of time and talk about it in the interview. The interview was, instead, about making changes to my project while Ammon watched. (Also, there was a request to derive a formal proof while Ammon watched. I didn't get it.) After which I got a rejection saying that my project was great but my interview performance was so poor that they wouldn't move forward.
It sounds like Triplebyte almost has the pipeline described above, but it won't work if you watch the candidate or ask them to do more work. The project alone has to be set up to be a sufficient demonstration of skill.
The other reason I dislike this type of interview question is that if the interviewer never proposes a superior alternative at the end, you get no opportunity to challenge them. How do we know my solution didn't solve problems the other party didn't see?
For context, it seems the "preferred" solution was to build a wrapper around existing memcache. However as a real-world engineer the solutions I was solving for (90% of your clients won't use this wrapper at a company over 100 people, so we want to avoid key collision with people who aren't using this driver) were not the theoretical ones (How could we make the header only 4 bytes!) that the interviewer was evaluating on.
Plus on top of all this, I have no idea if the person interviewing me is unaware that memcached supports atomic increment, knows but doesn't care, or is deeply concerned about preserving this functionality. There are dozens of facets that an individual could consider "important" in this type of problem, and there's no objective basis for most of these concerns without a context of the user (because that's what all engineering comes down to after all).
My guidance to companies in this type of situation is: A great engineer can do 80 hours of work in 15 hours, but not necessarily do 30 minutes of work in 29.
Large take-home projects (and trial employment) totally are better ways to evaluate engineers than interviews. Unfortunately, they require major time commitments from the candidate that many engineers are not able to give. Most (about 80%) engineers select a regular interview if given the choice. I do think they are a good option to offer, but they can't (unfortunately) replace interviews in the majority of cases.
We've also tried debug sections (where we give the candidate a program with bugs in it and ask them to fix test cases). This works great as a portion of the interview (but misses some people with other skills, so it can't be the entire interview).
I do think trial employment can be a great thing. But it's not a universal replacement.
I'd be interested in seeing the argument for why this is a good thing, beyond the fact that it enables a company like triplebyte to exist.
To me it seems like these concerns always boil down to the same thing: tests that try to quantify something that may be unquantifiable. I suspect this is because it's not cost effective to facilitate a process that digs well beyond engineering trivia.
That's really, really bad statistics.
In general if you're going to provide a critical comment I think it would be better for the community here to expound on it a bit so everyone can understand your argument.
This is directly in conflict with this comment from Harj:
> The metric we optimize for is our onsite success rate i.e. how often does a Triplebyte candidate onsite interview result in an offer.
If you want passing your interview to mean that a candidate will pass their onsite interview because your interview is tailored to deliver people who look good in an onsite, you're acting as a recruiter, trying to give companies whatever they say they want. This model provides a lot of value to companies but zero value to candidates, since anyone who passed your interview would have gotten the job anyway.
If you want passing your interview to mean that a candidate should pass their onsite interview because they would perform well in the job, you're acting as a credential, telling companies what they want. This model provides value to companies and to candidates (assuming you can tell who will perform well). These aren't the same model.
Your candidate-directed advertising leans heavily towards the second model ("just show us you can code!"). That makes sense, since that's the model that provides value to candidates. It's disappointing to hear Harj say that what you really believe in is the first model, and disconcerting to see you openly disagree with your cofounder about what your company is trying to do.
Assuming that, would you accept the position to be consistent?