A fresh approach to the old problem of "diversity fatigue"

Trevor Wilson, global diversity strategist and visionary leader, presents a fresh, new management model that goes beyond the traditional diversity debate towards inclusion and building human capital. Featuring case studies and practical diagnostic tools and assessments, this book will benefit anyone who is interested in improving their business by building on the unique talents of employees' innate strengths, unique abilities, personality, attitude, life experience and virtues. The agent of this change, the driver of the process, is the equitable leader.

This important book outlines 8 core competencies that will guide leaders to create equitable and inclusive work environments where employees are valued because of, not in spite of, their differences and each person can be recognized and developed to strive for their highest potential.

Includes a new paradigm for diversity initiatives and finds new solutionsReveals the core competencies that help leaders create an equitable and inclusive workplaceShows how companies can improve hiring and retention, reduce turnover, increase productivity, improve teamwork, and ultimately increase the bottom line

The Human Equity Advantage gives you the tools to tap into the unique talents and strengths of each employee.

Trevor Wilson is the creator of the human equity management model. He is the global diversity, inclusion and human equity strategist and CEO of TWI Inc. TWI's clients include some of the most progressive global employers in the world, including Coca-Cola, Ernst& Young, BNP Paribas, and Home Depot. TWI's trademarked human equity approach was instrumental in catapulting Coca-Cola's South Africa division to the top performing division worldwide.

Foreword byLamarr Lark ix

Foreword byGerry Bouey xi

Part One: Beyond Diversity to Human Equity: the Required Shift 1

Chapter One: Diversity Fatigue and the Unfulfilled Promise of Diversity 3

Chapter Two: The Evolution of the Equity Continuum 29

Case Study: Mount Sinai Hospitals Workforce Census 51

Chapter Three: The Essential Role of Leaders and Managers 61

Case Study: Ontario Public Service Diversity Mentoring Partnership Program 75

Part Two: Implementing Human Equity 85

Chapter Four: Human Capital and the Differentiation of Talent 87

Chapter Five: Talent Differentiation in Action 105

Case Study: Dynamic Industrial Company Practices Talent Differentiation 106

Chapter Six: The SHAPE of Talent 121

Chapter Seven: The Eight Core Competencies of the Equitable Leader 143

Case Study: The Equitable Leader Assessment at Deloitte 167

Chapter Eight: Ernst& Young: A Journey Toward Human Equity Leadership 173

Part Three: Measuring Human Equity 191

Chapter Nine: Arriving at the Human Equity Assessment Tool 193

Chapter Ten: The Equitable Leader Assessment 211

Case Study: Ontario Ministry of Labour Equitable Leadership Assessment 233

Conclusion: The Why of Human Equity 247

Afterword: My Why of Human Equity 253

Appendix 263

Glossary 297

Special Offer 301

Index 303