My advice is to not waste your time with New York Times People Analytics. The interview process was incredibly unorganized and unprofessional. First, the interview process spanned 5 months — essentially, I had one to two interviews per month. Second, I had to follow up with the recruiter at least three times per stage. Third, at every stage of the interview process they added an additional step or requirement that seemed like a surprise. Finally, I genuinely believe that the hiring manager is trying to grift knowledge and work from potential employees without any real intention of filling the position. There is a huge knowledge gap on the People Analytics team — neither the hiring manager nor any of the team member have any semblance of a background in analytics or people analytics. The hiring manager told me that they hired a contractor for a year in order to “shop around for talent” and “see what we could learn from them and then do it ourselves.” For example, they asked me to do a surprise case study in Tableau and send the Tableau workbook with details about all the calculations and visualizations. They ghosted me for two weeks and then told me that they actually aren’t going to fill the position right now… after 7 interviews over 5 months.