"The key point here is our programmers are Googlers, they’re not researchers. They’re typically, fairly young, fresh out of school, probably learned Java, maybe learned C or C++, probably learned Python. They’re not capable of understanding a brilliant language but we want to use them to build good software. So, the language that we give them has to be easy for them to understand and easy to adopt. – Rob Pike 1"
"It must be familiar, roughly C-like. Programmers working at Google are early in their careers and are most familiar with procedural languages, particularly from the C family. The need to get programmers productive quickly in a new language means that the language cannot be too radical. – Rob Pike 2"
Sources:
https://channel9.msdn.com/Events/Lang-NEXT/Lang-NEXT-2014/Pa...
My pet theory is that HR minions feel compelled to portray their role in the process as something that adds a lot of value and outputs candidates which meet a high hiring bar, even though in practice they just repeat meaningless rituals which only have a cursory relationship with aptitude and the engineering dept's needs.
This is the first time I've been involved in coming up with the process, but from what I've observed, it's a similar situation in other organizations.
That is simply not how things are. The hiring bar is designed and upheld by people on the same software engineering job ladder as a candidate. The role of recruiters is primarily coordination. The role of HR is compliance with local employment laws.
Aren't they the company that pretty much requires an Ivy-League sheepskin to be a janitor?