I think the bigger lesson is probably something along the lines of:
First, make sure they can do the job technically, within some sort of parameters of what they can currently do and what can be learned on the job. That's your baseline.
Then, try and suss out if they'd be good to work with. That will come naturally through the way they interact with you in the interview and how they answer questions (whether they are the questions in the article or completely different ones).
If you reckon they tick the boxes for those two major attributes, it's then just a matter of weighing up how much of each attribute they bring to the table and if the balance is right.
I have seen very prepared people from flagship universities that shine in interviews but have zero intention of learning and complying with industry standards and good practices and do not care about details.
Those people also feel entitled to be promoted as quickly as possible, even if they're still too green to understand how software works. This is how bad engineering managers are born.
First, make sure they can do the job technically, within some sort of parameters of what they can currently do and what can be learned on the job. That's your baseline.
Then, try and suss out if they'd be good to work with. That will come naturally through the way they interact with you in the interview and how they answer questions (whether they are the questions in the article or completely different ones).
If you reckon they tick the boxes for those two major attributes, it's then just a matter of weighing up how much of each attribute they bring to the table and if the balance is right.