Then Google itself doesn't "get it", given how their interview process values technical qualities above all else.
Before joining armchair HR quarterbacking, it might help you to consider that Google is one of the most successful IT companies and the post you read is by a successful and well-respected ex-Googler. If you can think up something in 30 seconds, they've thought about that.
They look for basic social competency but technical excellence.
I think you got the wrong impression from my post. I am not criticizing Google's HR department here. I am simply pointing out that it is in opposition to the medium article's assertions.
In your actual career at Google pure technical ability it is very little of what Google "looks for"; that's necessary but not sufficient at all. Very few engineers are promoted for pure technical prowess; more often it's a combination of technical ability and EQ, or even just EQ.
Mostly it's a function of impact, which requires getting shit done, which requires working well with others. The top engineers at Google (Jeff Dean, Sanjay, Yonatan, etc.) are known for being phenomenal mentors, managers, and leaders--not just phenomenal engineers.
It's easy to be cynical and focus on instances where this is not true, but in my experience I agree with the parent that on the whole Google is quite good at managing its engineering org. In a XX,XXX person engineering org you're going to have some anomalies. And those are the ones that make these sorts of manifestos that are picked up by the media. Remember that Michael O. Church also worked at Google for a while and had a similarly controversial impact during his time there (look it up if you're unfamiliar).
Source: I'm a xoogler.