1. Make all the resumes that come in responding to technical jobs go straight to your inbox. If your company has a candidate tracking system then set up an alias that sends it to you and to the tracking system.
2. Review every resume yourself. Jump in and ask follow up questions for candidates that are interesting.
3. Interview them yourself. Every one you bring in you should spend some time with.
4. Have authority with the head of HR to make offers and move fast when you decide to hire people. If you leave this up to HR you will lose the best candidates.
The simple fact of the matter is you can't outsource this to recruiters. Let HR people do their paper work and all that but do NOT allow them in the decision making loop.
This article is right you can't train them to do your job, and my experience is that they are trained, basically, to be paper pushers and gate keepers.
Not only do these people not know how to tell a good candidate from a bad one, they (with very few exceptions) don't even KNOW they don't know, and they think they are an important part of the process in screening people out! Look at their blog posts and linked in profiles. They're proud of this role because they think it makes them important and they think they know what they are doing. This is the worst kind of ignorance, those who think they know but don't.
If I seem bitter it's because I've spent a lot of time dealing with HR people who are incompetent and who, basically, don't give a damn about the quality of hiring.
So, I'd say the number one most important hire in the early years (but not the earliest years) is the head of HR.