You can get pretty far with precursor in-person (or video call in a pinch) personality profiling as a screening, some informal probing for motivational biases,

You can get pretty far with precursor in-person (or video call in a pinch) personality profiling as a screening, some informal probing for motivational biases, a half-day or so of pairing w/ a couple different teammates on the problems they're actually working on, and including the candidate in a directed meeting. This assumes as a hiring manager you've done your work to fully understand the need you're hiring for, not just the skill set. That you know how this need fits into the composite model of the team and the company. And, that you've prepared and trained the team to be able to assess and give you the specific kinds of feedback you need to derive from tbeir working alongside the candidate for such a limited amount of time. There's no better similation or signal for reality than reality itself. You can't ramp a team or company at "hyper-growth" speed this way, but I'm of the opinion doing that sort of thing is almost never a good idea anyway.