What candidates report for the BNY Mellon Business Analyst interview: HR and aptitude screens, team and manager conversations, resume and project questions, a business case, and some derivatives basics.
$100K
Avg. Base Comp
$110K
Avg. Total Comp
2-3 rounds
Typical Rounds
Not reported
Process Length
Candidates describe the BNY Mellon Business Analyst interview as conversational more often than technical, but the reports differ. One recent candidate went through three rounds and said it was mostly resume and personality questions. They were asked to expand on one or two projects, explain their own choices, and separate their contribution from the team's. They were also asked for a specific example of using AI at work, and for the root cause of a loss at a competition listed on the resume.
Another candidate reports a harder experience: an HR call, a competency and motivational interview, then a case study built around a business graph. They had to identify cost and profit drivers, and they were also asked to explain organic versus inorganic growth. A third candidate was asked to describe a project they led and its outcome, and was also asked questions about derivatives. A candidate who received an offer describes a technical round followed by a manager round with heavy STAR-style behavioral questions. Those questions covered difficult coworkers, working in a diverse environment and the company's values.
For preparation, have two or three project stories ready that show your personal contribution and the result. Practice reading a chart aloud and naming the drivers behind it. Review basic business and derivatives terms. Evidence is limited, so treat the round order as variable. One candidate reported repeated rescheduling of a planned round, so confirm times and keep the recruiter informed.
Synthesized from 7 candidate reports by our editorial team.
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Topics based on recent interview experiences.
Featured question at Bny Mellon
Describing a data project and its challenges
| Question | |
|---|---|
| Client Solution Pushback | |
| Minimum Days for Scheduling All Meetings | |
| Your Strengths and Weaknesses | |
| 2nd Highest Salary | |
| Empty Neighborhoods | |
| Find the Missing Number | |
| Rolling Bank Transactions | |
| Cumulative Distribution | |
| Payments Received | |
| Size of Joins | |
| Employee Salaries | |
| Paired Products | |
| Bagging vs Boosting | |
| Total Spent on Products | |
| 500 Cards | |
| Google Maps Improvement | |
| Get Top N Frequent Words | |
| Top 3 Users | |
| Subscription Overlap | |
| Button AB Test | |
| Assumptions of Linear Regression | |
| Prime to N | |
| Scrambled Tickets | |
| Comments Histogram | |
| Top Three Salaries | |
| P-value to a Layman | |
| Closest SAT Scores | |
| Slacking Employees Salaries | |
| Last Transaction |
Synthesized from candidate reports. Individual experiences may vary.
Candidates report different entry steps. One described an online application, a short screening and an aptitude test. Another had an unscheduled HR call with a few motivational questions about why they were interested. A third had an HR intro call that explained the process. Expect to explain your motivation briefly.
Candidates describe virtual conversations with team members about their background, why they want the role and how they could contribute. Reported questions include walking through resume projects, what their personal contribution was, how they use AI at work, and what differentiates them. Difficulty was described as moderate and friendly.
One candidate faced a case interview where they interpreted a graph and named cost and profit drivers. They were also asked to define organic versus inorganic growth. Another was asked derivatives questions. These topics did not appear in every report, so they may vary by team, but practicing them is sensible.
A candidate who received an offer reports a manager round that continued the behavioral discussion. It covered achievements, working in a diverse environment, a difficult coworker and the company's values. Typically, prepare structured STAR examples and a clear view of how you work with others. Not every candidate reported this stage.
Outcomes were mixed. Candidates report no offer after a case round, a no-offer message after repeated rescheduling of a planned third round, and a still-waiting status after three rounds. Scheduling can be disorganized, so confirm times in writing and follow up politely if you hear nothing for a while.
