What's largely missing in the article is a notion that you want to find candidates who are mutually good matches for your company. Your position should have enough opportunity and value to the specific candidate to not require much sales effort. Selling harder up front just sets your management up for a big commitment on top of everything else. Good engineers with multiple offers will bounce inside of a month when they join and see all the sophistry you fed them.
Put that salesman energy into 1. differentiating your opportunity or better 2. developing your current team and hierarchy to actually support the competitive talent you seek. Be /less/ greedy for hires. A mindset focused on talent is poisonous in the long term: http://www.newyorker.com/magazine/2002/07/22/the-talent-myth
The suggestions in this article are somewhat reasonable, but the article does much more to whitewash and promote the Paypal mafia (and especially Keith as a new VC) as competent. The recommendations for creating 'mentorship' and 'founder culture' have value, but that often translates into just fixing obvious management problems. To start, don't let your management burn too much money on recruiting.