> What happens in practice is the interviewer compares candidates answers to each other, not to his/her own way of solving it.
I think that's _ideally_ what happens in practice. But as sibling comments mention, is that what happens in practice?
Interview fatigue is very real. Many interviewers are not positively incentivized to put in the substantial amount of effort to conduct a quality interview. It's something that is simply thrown on top of their usual workload. Come promotion time, there's no reward for doing it well. But, there is punishment for noticeably "screwing it up". Often, that means that interviewers put in the bare minimum effort with interviewing (as with other tasks) to not get punished.
I've seen competent leaders avoid this in the past by emphasizing that interviewing is the most highly leveraged thing you can do for your organization and your own career, because you are step-function increasing the effectiveness and capability of your own team if you do it right. But in order for that to happen, there needs to be a real culture of working as a team and not just a disembodied group of ICs: a culture which rewards increasing the effectiveness of the team (instead of merely focusing on ones own tasks) and doesn't just pay lip service to it. It's tricky. But I think the subthread GP's approach is a clever and creative kind of a lateral thinking that shows how to do just that.
I think that's _ideally_ what happens in practice. But as sibling comments mention, is that what happens in practice?
Interview fatigue is very real. Many interviewers are not positively incentivized to put in the substantial amount of effort to conduct a quality interview. It's something that is simply thrown on top of their usual workload. Come promotion time, there's no reward for doing it well. But, there is punishment for noticeably "screwing it up". Often, that means that interviewers put in the bare minimum effort with interviewing (as with other tasks) to not get punished.
I've seen competent leaders avoid this in the past by emphasizing that interviewing is the most highly leveraged thing you can do for your organization and your own career, because you are step-function increasing the effectiveness and capability of your own team if you do it right. But in order for that to happen, there needs to be a real culture of working as a team and not just a disembodied group of ICs: a culture which rewards increasing the effectiveness of the team (instead of merely focusing on ones own tasks) and doesn't just pay lip service to it. It's tricky. But I think the subthread GP's approach is a clever and creative kind of a lateral thinking that shows how to do just that.