> even though I would rate myself more knowledgeable than my questioner
Don't get me wrong, I'm guessing you know your stuff, but you also strike me as someone who may likely have failed on culture fit down the line. Interviewers are often more sensitive to attitude than they ever are to aptitude, and for good reason, your HVAC knowledge may be irrelevant once you discover the custom designs in use behind closed doors, and a bad attitude toward learning where you're weak can be a much more fatal problem for a new hire.
At the same time, it's a useful filter for the candidate.
Last year when I was job hunting I kept getting fizzbuz-style phone screens, even from companies who'd specifically contacted me because they knew who I was and what my skills/experience were, because they have to be sure to filter out those unqualified core committers of software they use on a daily basis.
Anyway, I got asked the "write a palindrome checker" question multiple times in those screens. I guess more companies than I thought have a Department of Palindrome Quality Assurance these days. But after about the fifth time, I just started going overboard on the question to make a clear point to the interviewers. I got a pretty good patter down where I could write out the code while describing all the random quirks phone screeners never have heard of: I'd start lecturing about combining characters, right-to-left directional shifts, the tradeoffs of considering solely Unicode code points versus graphemes, using the character database to identify categories of characters to ignore when considering whether a string is palindromic, etc.
Interviewers who took that poorly did not get my further cooperation. Interviewers who took it well (by being positive/polite about it, or even admitting that yes, this kind of phone screen is a waste of everyone's time when you already know you're interviewing someone who can code) got to talk a bit more. But I ended up accepting an offer from a place that actually worked to make their interview process better then this, and which continues to evolve it all the time.
In the time since that Google interview, I've moved into management and have built a very high performance team recognized as such by peers and the executive team.
For internal hires, I convinced people to come work for me that I had immense respect for by using casual conversation and pitching the idea and vision for a new operating systems team.
I've found this is also a classy way to hire external people. I've since hired people off freebsd-jobs@ mailing list and twitter by being upfront about the good and bad of working at this company. No trick questions, just a conversation about what we like to work on. This was easy because I had an idea of what they have accomplished by their commit logs.
Most recently I hired two women, masters students, for summer internships. This was very different because I had no idea what the candidates had done as coursework or projects beyond a simple resume. I again used casual conversation, no trick questions. I posed some real world situations, passively seeing if they understood concepts like deadlock, manual memory management, indirection, and had very good working CS/OS vocabulary. This eliminated most of the other candidates, and it was pretty clear who had slogged through their OS and networking classes without passion. I let each person tell me about projects they worked on which really excited them. One had done Linux USB driver on her own time, among other interesting things. The other had implemented a scheduler and file system on a teaching OS as part of her course work. Both worked out phenomenally and both have patches in the FreeBSD.org source tree from the 2 month internship experience. I am very proud of this, and of my team for mentoring them so successfully.
The people I hired were often confused; "That's it?" at the end of the phone or in person interview. They thought they had done something wrong because they are so used to being sweated for the sake of being sweated.
I am now convinced this is the only ethical way to build teams and hire -- start with some seasoned vets then grow new talent while refining and reinforcing shared values.
I don't really see what the stereotypical SV tech interview accomplishes. Blind leading the blind. Leadership is piss poor in this industry.
That may well be the case. The reason I quit the interview is because I evaluate a potential employer while they are evaluating me.. I really love when someone asks "do you have any questions for me?" and take full advantage to try and get candid knowledge of a team and more importantly leadership. I determined Google would not be a good fit for me.
Don't get me wrong, I'm guessing you know your stuff, but you also strike me as someone who may likely have failed on culture fit down the line. Interviewers are often more sensitive to attitude than they ever are to aptitude, and for good reason, your HVAC knowledge may be irrelevant once you discover the custom designs in use behind closed doors, and a bad attitude toward learning where you're weak can be a much more fatal problem for a new hire.