This "meet the team" practice is definitely the standard, and quite a mistake. Part of a manager's job is knowing whom to hire. The manager should be building a technical team, not a social club. Meanwhile, throwing a candidate to a pack of typical socially unskilled engineers is a disaster; they just look for themselves, so the gene pool is quickly corrupted by the in-breeding and lack of diversity. I started in IT forty years ago. We all just worked together. We called it a "job". We made our friends off the field.
We recently scaled up from 2.5 to 5.5 Clojure devs. In the past, we have hired people with zero Clojure experience and coached them, and had some success with that, but the coaching is a large investment which only pays off if that person remains with the company for a while after becoming effective with Clojure. Mostly due to this, we decided on this round of hiring to describe Clojure expertise as a strict requirement. We got a lot of applicants (including quite a few who were eager to start learning Clojure). We made 3 offers to experienced candidates and they were accepted. To answer the original question: "Did we have trouble [...]" I would say no. It was a huge investment of time and energy, but it felt very worthwhile and the result was exactly what we'd hoped for.1👍1