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Eva Andres. Andres is responsible for leading all aspects of Juniper HR goals, including people strategy, inclusion and diversity efforts, organizational development and enhancement of company culture in order to deliver solutions that will enable business growth.

Andres will also lead the management of the Juniper Networks Foundation Fund. Compare Juniper Networks to Peers. Predict price of Juniper Networks. Elected by the shareholders, the Juniper Networks' board of directors comprises two types of representatives: Juniper Networks inside directors who are chosen from within the company, and outside directors, selected externally and held independent of Juniper.

The board's role is to monitor Juniper Networks' management team and ensure that shareholders' interests are well served. Juniper Networks' inside directors are responsible for reviewing and approving budgets prepared by upper management to implement core corporate initiatives and projects.

On the other hand, Juniper Networks' outside directors are responsible for providing unbiased perspectives on the board's policies. The ability to make a profit is the ultimate goal of any investor. But to identify the right stock is not an easy task. Is Juniper Networks a good investment? Although profit is still the single most important financial element of any organization, multiple performance indicators can help investors identify the equity that they will appreciate over time.

Return On Equity 0. Juniper Networks Investors Sentiment The influence of Juniper Networks' investor sentiment on the probability of its price appreciation or decline could be a good factor in your decision-making process regarding taking a position in Juniper. The overall investor sentiment generally increases the direction of a stock movement in a one-year investment horizon.

However, the impact of investor sentiment on the entire stock markets does not have a solid backing from leading economists and market statisticians. Investor biases related to Juniper Networks' public news can be used to forecast risks associated with investment in Juniper.

The trend in average sentiment can be used to explain how an investor holding Juniper can time the market purely based on public headlines and social activities around Juniper Networks.

Please note that most equiteis that are difficult to arbitrage are affected by market sentiment the most. Juniper Networks' market sentiment shows the aggregated news analyzed to detect positive and negative mentions from the text and comments.

The data is normalized to provide daily scores for Juniper Networks' and other traded tickers. The bigger the bubble, the more accurate is the estimated score. Higher bars for a given day show more participation in the average Juniper Networks' news discussions.

The higher the estimated score, the more favorable is the investor's outlook on Juniper Networks. Juniper Networks' implied volatility exposes the market's sentiment of Juniper Networks stock's possible movements over time.

However, it does not forecast the overall direction of its price. In a nutshell, if Juniper Networks' implied volatility is high, the market thinks the stock has potential for high price swings in either direction.

On the other hand, the low implied volatility suggests that Juniper Networks stock will not fluctuate a lot when Juniper Networks' options are near their expiration. Some investors attempt to determine whether the market's mood is bullish or bearish by monitoring changes in market sentiment. Unlike more traditional methods such as technical analysis , investor sentiment usually refers to the aggregate attitude towards Juniper Networks in the overall investment community.

So, suppose investors can accurately measure the market's sentiment. In that case, they can use it for their benefit. For example, some tools to gauge market sentiment could be utilized using contrarian indexes, Juniper Networks' short interest history, or implied volatility extrapolated from Juniper Networks options trading.

Build Optimal Portfolios Align your risk with return expectations. By capturing your risk tolerance and investment horizon Macroaxis technology of instant portfolio optimization will compute exactly how much risk is acceptable for your desired return expectations.

Fix portfolios for free. Please see Risk vs Return Analysis. When running Juniper Networks price analysis, check to measure Juniper Networks' market volatility , profitability, liquidity, solvency, efficiency, growth potential, financial leverage, and other vital indicators. We have many different tools that can be utilized to determine how healthy Juniper Networks is operating at the current time.

Most of Juniper Networks' value examination focuses on studying past and present price action to predict the probability of Juniper Networks' future price movements.

You can analyze the entity against its peers and financial market as a whole to determine factors that move Juniper Networks' price. Additionally, you may evaluate how the addition of Juniper Networks to your portfolios can decrease your overall portfolio volatility. Compute new portfolio that will generate highest expected return given your specified tolerance for risk.

Analyze and evaluate options and option chains as a potential hedge for your portfolios. Determine momentum by analyzing Money Flow Index and other technical indicators. Check portfolio volatility and analyze historical return density to properly model market risk.

Build and monitor diversified portfolio of extremely risky digital assets and cryptocurrency. Determine any equity ratings based on digital recommendations. Macroaxis instant equity ratings are based on combination of fundamental analysis and risk-adjusted market performance.

Get suggestions outside of your existing asset allocation including your own model portfolios. Get a quick overview of global market snapshot using zoomable world map. Drill down to check world indexes. Follow Macroaxis premium stories from verified contributors across different equity types, categories and coverage scope.

Sync your existing holdings, watchlists, positions or portfolios from thousands of online brokerage services, banks, investment account aggregators and robo-advisors. Is Juniper Networks' industry expected to grow? Or is there an opportunity to expand the business' product line in the future? Factors like these will boost the valuation of Juniper Networks.

If investors know Juniper will grow in the future, the company's valuation will be higher. The financial industry is built on trying to define current growth potential and future valuation accurately. All the valuation information about Juniper Networks listed above have to be considered, but the key to understanding future value is determining which factors weigh more heavily than others.

The market value of Juniper Networks is measured differently than its book value, which is the value of Juniper that is recorded on the company's balance sheet. Investors also form their own opinion of Juniper Networks' value that differs from its market value or its book value, called intrinsic value, which is Juniper Networks' true underlying value.

Investors use various methods to calculate intrinsic value and buy a stock when its market value falls below its intrinsic value. Because Juniper Networks' market value can be influenced by many factors that don't directly affect Juniper Networks' underlying business such as a pandemic or basic market pessimism , market value can vary widely from intrinsic value.

Buy or Sell. Please note, there is a significant difference between Juniper Networks' value and its price as these two are different measures arrived at by different means.

Investors typically determine Juniper Networks value by looking at such factors as earnings, sales, fundamental and technical indicators, competition as well as analyst projections. However, Juniper Networks' price is the amount at which it trades on the open market and represents the number that a seller and buyer find agreeable to each party. Updating Transaction Macroaxis helps investors of all levels and skills to maximize the upside of all their holdings and minimize the risk associated with market volatility, economic swings, and company-specific events.

However, the impact of investor sentiment on the entire stock markets does not have a solid backing from leading economists and market statisticians. Investor biases related to Juniper Networks' public news can be used to forecast risks associated with investment in Juniper. The trend in average sentiment can be used to explain how an investor holding Juniper can time the market purely based on public headlines and social activities around Juniper Networks.

Please note that most equiteis that are difficult to arbitrage are affected by market sentiment the most. Juniper Networks' market sentiment shows the aggregated news analyzed to detect positive and negative mentions from the text and comments. The data is normalized to provide daily scores for Juniper Networks' and other traded tickers. The bigger the bubble, the more accurate is the estimated score.

Higher bars for a given day show more participation in the average Juniper Networks' news discussions. The higher the estimated score, the more favorable is the investor's outlook on Juniper Networks.

Juniper Networks' implied volatility exposes the market's sentiment of Juniper Networks stock's possible movements over time. However, it does not forecast the overall direction of its price.

In a nutshell, if Juniper Networks' implied volatility is high, the market thinks the stock has potential for high price swings in either direction. On the other hand, the low implied volatility suggests that Juniper Networks stock will not fluctuate a lot when Juniper Networks' options are near their expiration. Some investors attempt to determine whether the market's mood is bullish or bearish by monitoring changes in market sentiment.

Unlike more traditional methods such as technical analysis , investor sentiment usually refers to the aggregate attitude towards Juniper Networks in the overall investment community. So, suppose investors can accurately measure the market's sentiment. In that case, they can use it for their benefit. For example, some tools to gauge market sentiment could be utilized using contrarian indexes, Juniper Networks' short interest history, or implied volatility extrapolated from Juniper Networks options trading.

Build Optimal Portfolios Align your risk with return expectations. By capturing your risk tolerance and investment horizon Macroaxis technology of instant portfolio optimization will compute exactly how much risk is acceptable for your desired return expectations.

Fix portfolios for free. Please see Risk vs Return Analysis. You can also try Idea Optimizer module to use advanced portfolio builder with pre-computed micro ideas to build optimal portfolio. When running Juniper Networks price analysis, check to measure Juniper Networks' market volatility , profitability, liquidity, solvency, efficiency, growth potential, financial leverage, and other vital indicators. We have many different tools that can be utilized to determine how healthy Juniper Networks is operating at the current time.

Most of Juniper Networks' value examination focuses on studying past and present price action to predict the probability of Juniper Networks' future price movements. You can analyze the entity against its peers and financial market as a whole to determine factors that move Juniper Networks' price. Additionally, you may evaluate how the addition of Juniper Networks to your portfolios can decrease your overall portfolio volatility. Find global opportunities by holding instruments from different markets.

Research over , global equities including funds, stocks and ETFs to find investment opportunities. Quickly integrate customizable finance content to your own investment portal. Use alpha and beta coefficients to find investment opportunities after accounting for the risk. Analyze and evaluate options and option chains as a potential hedge for your portfolios. Analyze and compare many basic indicators for a group of related or unrelated entities. Evaluate and analyze corporate bonds as a potential investment for your portfolios.

Is Juniper Networks' industry expected to grow? Or is there an opportunity to expand the business' product line in the future? Factors like these will boost the valuation of Juniper Networks. If investors know Juniper will grow in the future, the company's valuation will be higher. The financial industry is built on trying to define current growth potential and future valuation accurately.

All the valuation information about Juniper Networks listed above have to be considered, but the key to understanding future value is determining which factors weigh more heavily than others. The market value of Juniper Networks is measured differently than its book value, which is the value of Juniper that is recorded on the company's balance sheet. Investors also form their own opinion of Juniper Networks' value that differs from its market value or its book value, called intrinsic value, which is Juniper Networks' true underlying value.

Investors use various methods to calculate intrinsic value and buy a stock when its market value falls below its intrinsic value. Because Juniper Networks' market value can be influenced by many factors that don't directly affect Juniper Networks' underlying business such as a pandemic or basic market pessimism , market value can vary widely from intrinsic value.

Buy or Sell. Please note, there is a significant difference between Juniper Networks' value and its price as these two are different measures arrived at by different means. Investors typically determine Juniper Networks value by looking at such factors as earnings, sales, fundamental and technical indicators, competition as well as analyst projections.

However, Juniper Networks' price is the amount at which it trades on the open market and represents the number that a seller and buyer find agreeable to each party.

Updating Transaction Macroaxis helps investors of all levels and skills to maximize the upside of all their holdings and minimize the risk associated with market volatility, economic swings, and company-specific events.

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This also gets back to re-examining what your employee value proposition is. I had an opportunity to talk to a few companies recently and some of this was back to basics in many ways and just re-examining how the pandemic and how everything, from tension in society, DEI issues, and all of this has caused them to rethink their employee value proposition in a new environment.

Susan mentioned context as being so important here, but I think this notion of how mission and purpose serve as an important component to value proposition is another way to differentiate. From that same article in Inc. And equally important are the practices managers are putting in place every day to show that care, particularly when flexibility is on the rise and blending into some of the discomforts of having to just be more flexible.

Sylvia, these are amazing comments. New hires are going to have a much more difficult time doing that. All of those are great questions that new hires are asking and companies are looking to put that front and center in their recruitment. On that note — more employers are adopting work-from-home or hybrid models.

In what ways are HR teams engaging employees in the next normal with recognition? We talked a bit about family-friendly benefits and those will certainly continue.

Providing a safe environment where they can go do something fun together — the company paying for a ballgame, dinner, that type of thing. Those opportunities have dried up. Some companies are actually looking at really rethinking progression as a reward or an opportunity. This time is challenging. Since collaboration is a cornerstone of our values, we continue to try to provide new and exciting ways for folks to engage with the community at large. We do that in a lot of different ways.

We want to empower employees to take a mental break from the day and connect on a more human level at work. We find that our employees are so funny, we just wanted to get them a platform to be able to share some laughter. But part of the process of Toastmasters is that people have to do icebreaker speeches or research speeches, which gives us a lot more of an understanding about the individual while training them on how to better articulate their points of view, receive and provide feedback to others, talk about really being able to leverage both personal experiences with ongoing applicable employee training on the job.

Prior to my joining at Twilio, we had one company-wide award, which is like our Emmys, our Oscars, our Grammys. We have employees from all over the world. Also any opportunities we have with rolling out the Espresa platform.

What I like so much about it, is it puts people from different career levels and in different business units together to be able to collaborate with each other. Once we had sign-ups, I was excited to see that a lot of people that signed up were new, so we have people that have been with the company for seven years, some people that have been here for only three months.

Just putting myself in the shoes of a new hire, I can see how rewarding it is to be able to deliver company-wide impact within your first couple of months. Definitely the environment is more challenging and the fact that you cannot touch people, pat them on the back, stay behind and give your personal kind of attention to them. And somebody just did an awesome presentation.

I think the idea is to recognize them right on the spot. You tell them, they just did a great job on this presentation. This is very difficult to do that without technology. I used to be a CEO of a public company and we used to have a recognition budget. And they effectively can use it maybe once a quarter or once a year for somebody. Bringing that recognition moment much closer to the actual event requires some kind of use of technology and that should be much more automated.

You should know if you have the budget or not. It should be social so that people can quickly react, and comment and amplify that effect, right in the moment. And again, the only way companies can do that is if they have some kind of digital technology like Marques mentioned, that helps them see all the data who is participating, who is not, who is contributing, who is being recognized, why are they being recognized and use that to create that great culture of gratitude.

Thank you for that, Alex. Maybe just widening the bracket a bit and not so much on a deep dive on the recognition piece, but I think a watch out. And this gets back to something Susan mentioned earlier. And we definitely can read the trends. The service award, you know, the pen, there is value to that. The fact that I got the pen, is that my value to the company?

Service awards are important because they do promote loyalty. It could be just a digital card or badge that comes from one department or another. So, as a sales team, I might have my own little budget and my own little special badge that I can give to somebody.

Those are becoming very, very pervasive and, and we see them used a lot more. It could be just a card or a badge. Those are great because people can react and can comment and amplify it. As long as you have a gift card that works in every country. For example, we have something like a Target retailer in the U. You have to make sure you deliver the right gift card to the right region and with gift card award parity.

That includes experiential rewards, right? Not the same kind that you would get if you take your significant other on a trip to the wine country, or on a balloon ride. There are many more than I can go through here to recognize employees for their contribution and make it visible to the entire company. They can show up on leaderboards or social walls. Now becomes homegrown or crowdsourced excitement. And you create a feedback loop where something started at the employee level, at the factory floor, at the retail location, and got visibility to the corporate world.

Again, these are just some examples. You know, we want people to really enjoy that. The one sort of ubiquitous milestone we always like to reward with is time off. If you hit five years, you get a month off of work. How many times is anybody in the course of their working career ever been able to take maybe more than two weeks off and yet, being a company that celebrates that is important.

What can you do with a month off? Imagine the mental break from work. And we always have employees share what their experience was. What did that time off feel like? Then to advocate that in front of other people and share that experience is really important. I found compensation in general, comes in a lot of different forms other than money or benefits, which again is that traditional way of recognizing folks. And of course, recognition. One of the things that we do, to your point Alex with badges, is every quarter we give out something called the Spork Award.

Help other people out. This year, we actually have expanded outward. We do that in a lot of small ways too, we actually use a system called 15Five Espresa integrated. We found that to be extremely helpful. I cannot wait to come back and tell everybody about what I did or nothing at all.

It allows people to work inside their scope and outside their scope to be a team. It involves a team dynamic and it involves us getting to know more things.

And it also provides the company the opportunity to see what areas of opportunities there are. Where can we hire? Because we have additional gaps also makes workloads reasonable.

Then it gives you a whole other perspective. And I think sabbaticals provide that opportunity as well. So definitely something I would love to see more. Me as well! Susan, Nancy, do you have any thoughts on this? Companies that have traditions as a way of celebrating, coming together, some sort of annual event. One company did an annual Olympics and it was very silly.

It was very fun. It was a way of celebrating everybody and people would dress up in costumes and there would be a physical challenge and intellectual challenge. There would be all these silly comical things. And it became this tradition for this particular company. And it was something the CEO got behind.

That was a very low-cost event, by the way, the Olympics were very, very inexpensive, but it just made people feel a part of something, and it was a great way of recognizing.

The other thing he did was he would send every employee in the company a handwritten birthday card. There would also be a holiday gift, and sometimes those holiday gifts were a little goofy, and sometimes they were better than others, but it was about the tradition, and about the culture that was created through those rewards and recognitions.

Just ask you to look at both sides. Just going back to your central question around what trends are we seeing, I think an ongoing listening strategy and platform in and of itself is a form of recognition of listening, of acknowledging, of responding to employee needs.

It keeps coming up as one of those practices that are central to recognizing people validating that you care for your team by listening. I think just to add on to where Alex started the conversation, and that gets to experiences as a creative way for organizations to reward employees beyond money. But even in COVID times, a couple of you mentioned cooking, so home delivery of food, or in-home massage therapy, these types of experiences that carry forward.

My last comment around the sabbatical one, because a couple of folks have mentioned that. We did this with my last employer. After six years, we did six weeks, so a little bit similar to what Andrew was articulating. But it gets to the tradition that Susan was also mentioning because we had this ritual.

Again, this is more difficult in COVID times, but when the employee came back from their sabbatical, the team actually celebrated and decorated in the theme of how that person spent their sabbatical to welcome them back in. It was this solidification of the memory that created that boost. I think now technology is coming along. We can do these kinds of things in a virtual way as well, but how you welcome people back to celebrate the sabbatical experience, can also be a form of recognition.

So, the reward could be badges. It could be days off, it could be, you know, a parking spot or cutting the line in the cafeteria, right. Some cafeterias have huge lines and then this person shows up with a little card and they go to the first spot, right? It goes directly through the system. Next question! When it comes to executive leadership and business outcomes, what challenges and I think this is a big one.

What challenges do you face in pitching a recognition program to the executive team? Do you have advice on getting a budget to support it? Susan, do you have any thoughts on that? First of all, data, super important. Helping people really understand what are the choices and options? What do things actually cost? What are the benefits? I always talk about this idea of perceived value when it comes to figuring out what is the best reward and recognition program or benefits program. There are some things that are super expensive and the perceived value is very low.

The perceived value of something like flexibility remains very, very high from an employee perspective. If you think about things that are going to maybe cost something — a k match has a real cost attached to it.

Read and HR 3. By looking at how you can carve up time differently and provide more choice, or more of a stipend where people have more control, and can treat their benefits more like their pocket if you will, more like a consumer, I think one, the employees are a lot happier.

They feel more listened to, more valued. And I have to ask Marques about this also because you have done stellar. I think Susan had a lot of the key points. Another thing I would add is seeing what budgets you can repurpose. Juniper has a powerful mission and team of people that make it an incredible place to work. Additional information can be found at Juniper Networks www. All other trademarks, service marks, registered trademarks, or registered service marks are the property of their respective owners.

Juniper Networks Danielle Hamel, 1 dhamel juniper. TR Newswire. Wednesday, July 15, am PDT.