Have done over 1,000 interviews for a FAANG competitor that IPO'ed in the past 10 years. Completion time (in minutes) of a coding puzzle is essentially the onl

Have done over 1,000 interviews for a FAANG competitor that IPO'ed in the past 10 years. Completion time (in minutes) of a coding puzzle is essentially the only objective measurement taken during these coding puzzles, and is sadly the primary datapoint fed into the hiring manager's decision. The hiring managers usually adjust the cutoff based upon whatever quota they want and/or if they're expecting people to leave. I've worked directly with a VP of Engineering and that's really all he wanted to hear. The whole process is missing a feedback loop to the evaluators, resulting in the OP's situation. In my own situation, it took several years after that mess of being forced to shotgun candidates to pick apart what in the experience was actually predictive of success and what wasn't. To this day, the most successful hires from my perspective were those who just really wanted the job and wanted to contribute to the product; definitely no strong correlation with "leetcode" ability. It's not just that the coding quizzes are poorly administered, but that the hiring mangers and leadership industry-wide have been obstructive to getting evaluators feedback (for starters, what did a candidate's other offers look like? where were they 3 months after the interview?) and especially tight-lipped on sharing interview questions. That last bit is particularly obnoxious because people monetize their insider knowledge either through things like Rooftop Slushie or they take a more Gayle Laakmann angle. (Just to be clear: while many questions are "protected under NDA," many questions are also stolen from other companies-- interviewers asking them are already violating their own NDAs when asking them, or potentially when feeding the question bank of their new employer). What you can do is go to your manager in your 1:1 and ask for interview feedback. Ask what happened to candidates 3-6 months after the interview, even if they were hired (perhaps not just to your team). Start to get feedback, and then work from there. You'll probably do better interviews, and at least curtail some of the information arbitrage culture in the C-suite.