Table of Contents

Onboarding guide

The new software implementation process can be challenging. From inadequate planning to unrealistic expectations, numerous obstacles can set the project up for failure.

To avoid that, we created this page with the resources and knowledge you need to implement Develop Diverse in your work with good results.

Why Develop Diverse

Attracting a diverse pool of candidates is critical to building a more inclusive and innovative workforce. That’s where Develop Diverse comes in. Our software helps Talent Acquisition (TA) craft non-biased job ads and communicate more inclusively, resulting in more applicants from diverse backgrounds.

Using Develop Diverse, you can ensure that the Talent Acquisition efforts are more effective, helping you attract qualified candidates regardless of background or gender. Additionally, the software can spark internal discussions to raise awareness of biases and foster a more inclusive workplace culture.


Two bar charts. The chart on the left is the total number of applicants. The total number of applicants identified increased thrice (from 243 to 679). Male applicants number increased three times (from 166 to 468). Female applicants number increased three times (from 77 to 211). The chart on the right is the total number of qualified applicants. The total number of qualified applicants identified was increased three times (from 3 to 8). Qualified male applicants number was increased by 1.3 times (from 3 to 4). Qualified female applicants number went from 0 to 4.


Effects of using Develop Diverse from Amazon

Don’t just take our word for it. Our clients, including Danske Bank, Vestas and Maersk Tankers, have seen significant improvements in the diversity of their applicant pool and leadership team after successful software implementation.


Implementing Develop Diverse

Our software implementation strategy is designed to make the process as smooth and painless as possible, with dedicated support from our team to ensure that you get the most out of Develop Diverse.

Follow these steps to make using our software a daily Talent Acquisition routine for your team –

1. Have a success planning call within ten days of the contract start date

  • Agree on a date for a 45-minute success planning meeting with our Customer Success Partner. An Account Executive from Develop Diverse will reach out to you.
  • During the success planning meeting, you will: 
  • Share your organisation’s goals with us,
  • Discuss the process flow involving Develop Diverse,
  • Schedule an onboarding session for all users,
  • Establish a timeline and next steps toward reaching your milestones,
  • Get answers to any more questions that may arise.

2. Familiarise yourself with Develop Diverse

3. Identify internal advocates

  • Appoint internal advocates to improve user adoption and answer questions that come with software implementation.
  • Consider regional heads of Talent Acquisition to establish the top-down approach.
  • Leverage seniority to guide effective software implementation projects.

4. Schedule a team meeting

  • Call the initial team meeting to introduce Develop Diverse.
  • Explain to your team what the software is and why you believe it’s essential for them to use it.
  1. Words are not neutral, and we have unconscious emotional associations with terms. Develop Diverse helps you as Talent Acquisition professional to overcome biases by analysing your job ads and suggesting an alternative, more inclusive language;

  2. By using Develop Diverse, you will gain valuable skills in inclusive communication as well as support DEIB (diversity, equity, inclusion and belonging) initiatives in your company;

  3. The software helps attract a more varied pool of applicants and create a more diverse workforce;

5. Set goals

  • Agree on how often and in what situations you will use Develop Diverse. 
  • Encourage your team to use the software in all job ads and communications related to recruitment.
  1. Increase the number of total applicants.
  2. Increase the number of total qualified applicants.
  3. Reduce the gender gap between the applicants.
  4. Decrease the percentage of unconscious bias in job postings.
  5. Increase the number of applicants from traditionally underrepresented groups.
  6. Meet the quota for job ads scanned by Develop Diverse.


Results come in many ways, and the success criteria are often organisation-specific. We consider your needs and offer analysis or goal-setting support. If you would like assistance, please contact

6. Take part in an onboarding session within the first month of signing the contract

  • During the meeting, we will introduce the concept of inclusive communication (30-60 minutes),
  • Show our platform (20 minutes),
  • Answer any questions the Talent Acquisition team members and hiring managers might have.

7. Provide guidance

  • Provide ongoing guidance to your team.
  • Answer questions and provide advice.
  • Encourage your team to share their experiences and insights.

8. Measure usage and results

  • Check the Insights tab to ensure that using Develop Diverse is becoming routine and that you are on track with your goals.
  • Include Develop Diverse usage monitoring in the Talent Acquisition monthly meetings.
  • Share these results with your team to celebrate positive outcomes and identify areas for improvement.
  • Once every three months, invite your dedicated Customer Success partner from Develop Diverse to the monthly TA meeting.
  • If your contract includes impact reporting, start the data collection process five months after signing. 
  • Conduct an in-depth investigation of the effects of using Develop Diverse after 7-9 months of using the platform.

9. Provide feedback to us

  • Share your experience, including any technical issues or language concerns.
  • While logged in on the platform, use the chat in the bottom right corner.
  • If you cannot log in, write to

Remember – software implementation is a complex process. Be patient, and provide support and encouragement; over time, Develop Diverse can become an integral part of the Talent Acquisition work.

Research Behind Develop Diverse

Our software is based on years of research into the impact of language on diversity and inclusion. Our team has reviewed and analysed numerous studies, and we’re confident that Develop Diverse is backed by sound, empirical evidence.

The agentic-communal model of advantage and disadvantage is the base of our solution. This model is critical when discussing inclusive language. Western societies value agentic traits more than communal values, which advantage demographics like men, white people, and younger professionals. In consequence, we associate them, and they self-identify with agentic traits. Women, marginalised ethnic groups, and older, neurodivergent or professionals with disabilities are disadvantaged. We associate them, and they self-identify with communal characteristics [1].

On the left examples of agentic words: ambitious, daring, competitive, decisive. On the right examples of communal words: caring, compassionate, harmonious, helpful.

Studies have shown that gender affects people’s evaluation disparately, affecting their work performance [2], potential [3], and likeability [4, 5, 6]. The agentic wording in job ads discourages women from applying, while the communal language has some tendential effect on male applicants [7, 8].

On the left examples of self-central values for younger people: energetic, fast-paced, quick learner. On the right examples of self-central calues for older people: mature, calm, acumen.

We associate the agentic/communal language differently with people based on age. The communal traits are more associated with older people [8], while the agentic qualities are more associated with and self-central to younger people [9, 10, 11]. Researchers have also found evidence of that distinction cross-culturally [12]. Agentic language can also discourage neurodivergent applicants and people with disabilities [12].

Finally, using language to target marginalised candidates does not erase stereotypes nor spread inclusivity. Quite the opposite – it can reinforce social stereotypes about the position you are recruiting for [5, 6, 13, 14].

We continuously research and use validation techniques such as behavioural studies and country and language-specific word embedding methods. Through such means, we ensure that the language used in our software is inclusive and effective.

[1] Rucker, D. D., Galinsky, A. D., & Magee, J. W. (2018). The Agentic–Communal Model of Advantage and Disadvantage: How Inequality Produces Similarities in the Psychology of Power, Social Class, Gender, and Race. In Advances in Experimental Social Psychology (pp. 71–125). Elsevier BV.

[2] Akos, P., & Kretchmar, J. (2016). Gender and Ethnic bias in Letters of Recommendation: Considerations for School Counselors. Professional School Counseling, 20(1), 1096-20.1.

[3] Madera, J. M., Hebl, M. R., & Martin, R. C. (2009). Gender and letters of recommendation for academia: Agentic and communal differences. Journal of Applied Psychology, 94(6), 1591–1599.

[4] Koenig, A., & Eagly, A. H. (2005). Stereotype Threat in Men on a Test of Social Sensitivity. Sex Roles, 52(7–8), 489–496.

[5] Heilman, M. E., Wallen, A. S., Fuchs, D., & Tamkins, M. M. (2004). Penalties for Success: Reactions to Women Who Succeed at Male Gender-Typed Tasks. Journal of Applied Psychology, 89(3), 416–427.

[6] Schneider, A. K., Tinsley, C. H., Cheldelin, S., & Amanatullah, E. T. (2010). Likeability v. Competence: The Impossible Choice Faced by Female Politicians, Attenuated by Lawyers. Duke Journal of Gender Law & Policy, 17(2), 363–384.

[7] Gaucher, D., Friesen, J. P., & Kay, A. C. (2011). Evidence that gendered wording in job advertisements exists and sustains gender inequality. Journal of Personality and Social Psychology, 101(1), 109–128.

[8] Gebauer, J. E., Wagner, J., Sedikides, C., & Neberich, W. (2013). Agency-Communion and Self-Esteem Relations Are Moderated by Culture, Religiosity, Age, and Sex: Evidence for the “Self-Centrality Breeds Self-Enhancement” Principle. Journal of Personality, 81(3), 261–275.

[9] Posthuma, R. A., & Campion, M. A. (2009). Age Stereotypes in the Workplace: Common Stereotypes, Moderators, and Future Research Directions†. Journal of Management, 35(1), 158–188.

[10] Kite, M. E., Stockdale, G. D., Whitley, B. E., & Johnson, B. T. (2005). Attitudes Toward Younger and Older Adults: An Updated Meta-Analytic Review. Journal of Social Issues, 61(2), 241–266.

[11] Ali, H., & Davies, D. R. (2003). The effects of age, sex and tenure on the job performance of rubber tappers. Journal of Occupational and Organizational Psychology, 76(3), 381–391.

[12] Boduroglu, A., Yoon, C., Luo, T., & Park, D. C. (2006). Age-Related Stereotypes: A Comparison of American and Chinese Cultures. Gerontology, 52(5), 324–333.

[13] Bavishi, A., Madera, J. M., & Hebl, M. R. (2010). The effect of professor ethnicity and gender on student evaluations: Judged before met. Journal of Diversity in Higher Education, 3(4), 245–256.

[14] Hester, N., Payne, K. B., Brown-Iannuzzi, J. L., & Gray, K. (2020). On Intersectionality: How Complex Patterns of Discrimination Can Emerge From Simple Stereotypes. Psychological Science, 31(8), 1013–1024.

Balandin, S., Crosbie, J., Zammit, J., & Williams, G. (2018). Employer engagement in disability employment: A missing link for small to medium organisations – a review of the literature. Journal of Vocational Rehabilitation, 48(3), 417–431.

Fraser, R. J., Johnson, K. L., Hebert, J., Ajzen, I., Copeland, J., Brown, P. A., & Chan, F. (2010). Understanding Employers’ Hiring Intentions in Relation to Qualified Workers with Disabilities: Preliminary Findings. Journal of Occupational Rehabilitation, 20(4), 420–426.

Harder, J. A., Keller, V. N., & Chopik, W. J. (2019). Demographic, Experiential, and Temporal Variation in Ableism. Journal of Social Issues, 75(3), 683–706.

Ju, S. Y., Roberts, E. M., & Zhang, D. (2013). Employer attitudes toward workers with disabilities: A review of research in the past decade. Journal of Vocational Rehabilitation, 38(2), 113–123.

Maass, A., D’Ettole, C., & Cadinu, M. R. (2008). Checkmate? The role of gender stereotypes in the ultimate intellectual sport. European Journal of Social Psychology, 38(2), 231–245.

Mahalik, J. R., Morray, E. B., Coonerty-Femiano, A., Ludlow, L. H., Slattery, S. M., & Smiler, A. P. (2005). Development of the Conformity to Feminine Norms Inventory. Sex Roles, 52(7–8), 417–435.

Patton, E. (2019). Autism, attributions and accommodations. Personnel Review, 48(4), 915–934.

Pavelko, R. L., & Myrick, J. G. (2015). That’s so OCD: The effects of disease trivialisation via social media on user perceptions and impression formation. Computers in Human Behavior, 49, 251–258.

Rudman, L. A., & Phelan, J. E. (2010). The Effect of Priming Gender Roles on Women’s Implicit Gender Beliefs and Career Aspirations. Social Psychology, 41(3), 192–202.

Steele, D. (2018, February 14). Crazy talk: The language of mental illness stigma. The Guardian.

Steele, J. L., & Ambady, N. (2006). “Math is Hard!” The effect of gender priming on women’s attitudes. Journal of Experimental Social Psychology, 42(4), 428–436.

Trauth, E. M., Cain, C. C., Joshi, K., Kvasny, L., & Booth, K. M. (2016). The Influence of Gender-Ethnic Intersectionality on Gender Stereotypes about IT Skills and Knowledge. Data Base, 47(3), 9–39.

Vilchinsky, N., Werner, S., & Findler, L. (2010). Gender and Attitudes Toward People Using Wheelchairs: A Multidimensional Perspective. Rehabilitation Counseling Bulletin, 53(3), 163–174.

Wilding, M. W. (2018, November 14). I’m a professor of human behavior, and I have some news for you about the “narcissists” in your life. Business Insider.

Wille, L., & Derous, E. (2017). Getting the Words Right: When Wording of Job Ads Affects Ethnic Minorities’ Application Decisions. Management Communication Quarterly, 31(4), 533–558.

We’re excited to have you on board and committed to helping you and your team succeed. If you have any questions or concerns, please don’t hesitate to contact our support team.

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