How do you push back when the manager sending the "ringer" is the VP of Engineering? And they're wrong about the candidate? I've had this happen twice with VP

How do you push back when the manager sending the "ringer" is the VP of Engineering? And they're wrong about the candidate? I've had this happen twice with VPs at different companies. VP makes a joke panel, candidate gets hired, then fired within 3 weeks. Then at least 1-2 people want out of the fired person's team the following month. There are definitely recruiters and other players who are thoughtful when they get thoughtful feedback. Yes, if you help a recruiter tune their funnel, you'll help their numbers, so of course they're going to listen. Those incentives are clearly aligned. But in a high growth setting, especially around new grad job fair time, the head count quota is what dominates. It's easy for that quota to be unrealistic, and for hiring efforts to become misaligned, or even at odds, with the long-term interests of the engineering team. The core problem is that recruiters, hiring managers, executives, etc., deprive ICs of the contextual data (e.g. headcount goals / internal rankings) and outcome data (especially compensation details) that are critical for ICs drawing their own informed conclusions. We must cease accepting the norm where ICs have to dig for glimpses of this data, and share it surreptitiously (e.g. Blind), when the whole picture is readily available to those owning the final decisions.