While that's true, it still seems a bit orthogonal to the point, because the argument being made is essentially about efficiency, not necessarily effectiveness. If we think about all the people that have had such experience changing epiphanies, then take the subset of those who might actually be able to communicate these valuable experiences across in a programming interview, suddenly your selection pool becomes rather small. Which is oddly reminiscent of the current 'talent shortage' issue. Thus, approaching the problem from a different angle which considers this concept of 'experience' to be more of a byproduct of a certain set of traits than a trait itself, you suddenly open up your list of possible candidates to something a lot more workable.

Because after all, there is nothing preventing people selected for personality traits to reach these same epiphanies that 'experienced' people have (regardless of mentorship), it's just a matter of whether or not you as an employer would be willing to accept this 'risk'. Given the current state of affairs with regards to 'talent', I could see many finding the risk permissible. Not to mention the fact that the set of 'smart people with potential' is not mutually exclusive with the set of 'smart people with experience'; of course, selecting purely from the set of people that meet both criteria would still fall under the realm of chasing unicorns, but the point is that the two are not exclusive.