Product Analyst Salary at New York Times -A- BETA
How much does a New York Times -A- Product Analyst make?
As of April 2025, the average annual salary for a Product Analyst at New York Times -A- is $94,736, which translates to approximately $46 per hour. Salaries for Product Analyst at New York Times -A- typically range from $82,657 to $105,019, reflecting the diverse roles within the company.
It's essential to understand that salaries can vary significantly based on factors such as geographic location, departmental budget, and individual qualifications. Key determinants include years of experience, specific skill sets, educational background, and relevant certifications. For a more tailored salary estimate, consider these variables when evaluating compensation for this role.
DISCLAIMER: The salary range presented here is an estimation that has been derived from our proprietary algorithm. It should be noted that this range does not originate from the company's factual payroll records or survey data.
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What Skills Does a person Need at New York Times -A-?
At New York Times -A-, specify the abilities and skills that a person needs in order to carry out the specified job duties. Each competency has five to ten behavioral assertions that can be observed, each with a corresponding performance level (from one to five) that is required for a particular job.
- Project Management: Project management is the application of processes, methods, skills, knowledge and experience to achieve specific project objectives according to the project acceptance criteria within agreed parameters. Project management has final deliverables that are constrained to a finite timescale and budget.
- Onboarding: Onboarding, also known as organizational socialization, is management jargon first created in the 1970's that refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors in order to become effective organizational members and insiders. It is the process of integrating a new employee into the organization and its culture. Tactics used in this process include formal meetings, lectures, videos, printed materials, or computer-based orientations to introduce newcomers to their new jobs and organizations. Research has demonstrated that these socialization techniques lead to positive outcomes for new employees such as higher job satisfaction, better job performance, greater organizational commitment, and reduction in occupational stress and intent to quit.. These outcomes are particularly important to an organization looking to retain a competitive advantage in an increasingly mobile and globalized workforce. In the United States, for example, up to 25% of workers are organizational newcomers engaged in an onboarding process. The term induction is used instead in regions such as Australia, New Zealand, Canada, and parts of Europe. This is known in some parts of the world as training.
- Customer Service: Customer service is the provision of service to customers before, during and after a purchase. The perception of success of such interactions is dependent on employees "who can adjust themselves to the personality of the guest". Customer service concerns the priority an organization assigns to customer service relative to components such as product innovation and pricing. In this sense, an organization that values good customer service may spend more money in training employees than the average organization or may proactively interview customers for feedback. From the point of view of an overall sales process engineering effort, customer service plays an important role in an organization's ability to generate income and revenue. From that perspective, customer service should be included as part of an overall approach to systematic improvement. One good customer service experience can change the entire perception a customer holds towards the organization.
- Analysis: Analysis is the process of considering something carefully or using statistical methods in order to understand it or explain it.
- Consulting: Providing technical or business expertise and advice to internal or external clients.
Related Jobs
Check more jobs information at New York Times -A-
| Job Title | Average New York Times -A- Salary | Hourly Rate | |
|---|---|---|---|
| 2 | Administrative Assistant | $71,963 | $35 |
| 3 | Administrative Assistant, Technology | $86,529 | $42 |
| 4 | Administrative Manager | $203,991 | $98 |
| 5 | Android Developer | $141,833 | $68 |
| 6 | Application Programmer | $128,355 | $62 |
| 7 | Art Director | $195,785 | $94 |
| 8 | Associate Software Engineer | $105,862 | $51 |
| 9 | Client Services Representative | $74,190 | $36 |
| 10 | Consultant | $154,300 | $74 |
| 11 | Credit Analyst | $92,391 | $44 |
| 12 | Data Engineer & Intern | $104,311 | $50 |
| 13 | Data Scientist | $160,417 | $77 |
Hourly Pay at New York Times -A-
FAQ about Salary and Jobs at New York Times -A-
The average hourly pay is $46. The salary for each employee depends on several factors, including the level of experience, work performance, certifications and skills.
According to the data, the highest approximate salary is about $105,019 per year. Salaries are usually determined by comparing other employees’ salaries in similar positions in the same region and industry.
According to the data, the lowest estimated salary is about $82,657 per year. Pay levels are mainly influenced by market forces, supply and demand, and social structures.
There are various ways to increase the wage. Level of education: An employee may receive a higher salary and get a promotion if they obtain advanced degrees. Experience in management: an employee with supervisory experience can increase the likelihood to earn more.