Once a system gets gamed en masse, anti-gaming measures dominate, and ruin, the whole process. See also: ads vs. ad blockers, and the fact that you can't run a fucking email server of your own anymore without jumping through security hoops.
How far back are you referring to? I'm definitely not the oldest person around here, but most of my interviews since graduating college were more than casual conversations.
The exceptions were primarily where I was coming in via a referral or they were hiring me for something that was already proven and verifiable, like open source contributions.
There were some companies like Microsoft who were starting to become known for being more intense, but I never came across that.
It wasn't until the mid-aughts that I started to see brain teasers, "real" whiteboarding, and other aspects that started to bleed into standard interviews.
Perhaps the turning point was Jim McCarthy's "beware of a guy in a room", which he meant both figuratively and literally, leading to a transition away from solo or shared offices or even cubicles for software engineers and toward open-plan arrangements. I think that his wisdom led first Microsoft, then the rest of the industry, to treat software engineers not as the darling whiz kids they were in the past, but more a cohort to be closely watched and controlled, as the company is risking a lot on them.
interviews at twitter back in 2010 were 6 hours and that was true even for me when we had an agreement to acquire my company pending the success of those interviews. at the time they had a lot of ex-googlers and they were setup similarly.
Until the last few years, the idea of hours and hours of interviews wasn't a thing. I interviewed at IBM and was hired after two, 1 hour interviews. One of those over the phone.
I can't even envision what these interviews are all for. It feels like people attempting over the top risk management, without really scoping the risk. It feels quite disorganized.
Where I am, exposing someones poor performance is more of an exhibition in the failure of the hiring process and all involved. So, you just keep the under-performers around.
I do find that the latter can be explained by care and concern, and also by organization chaos and poor boundaries. It's hard to tell until you're in them, but I try to avoid the latter whenever I can.
As another commenter mentioned - I now respect companies that take their time in hiring. The last thing I want is to jump on with some company that will hire anyone. But there is an element of respect - if you're just duplicating questions and wasting my time? GTFO here.
I'm not sure why people are indexing so hard on the interviews, as we matriculate very few candidates into conversations; if you want to complain about something, complain about the written nature of our hiring process.[0]
The largest difference I have found between then and now is what the interview actually consists of, not how long they last.
The hiring process is a very concrete example of that. What still blows my mind (at least a little) is that our process came directly out of one of the worst moments in my career: making an absolutely terrible hire about two years before we started Oxide. For a while after that, I wished I could go back and warn my previous self to not make the hire that would be so destructive to the organization -- but in the years at Oxide I have come to realize that that terrible hire was in fact essential for the future Oxide: it was the impetus for putting together a writing-intensive process, and there is no doubt in my mind that I had I not made this atrocious hire, I would have continued to hire the (broken) way that I had been hiring. (I described this a bit in my conversation with Gergely Orosz on hiring.[0])
Anyway: don't get me near the time machine -- I'll only screw things up.
[0] https://oxide-and-friends.transistor.fm/episodes/hiring-proc...
I know in my case, it's not about you directly.