A Workday handoff is a project, and we will say so up front

The other connectors on this site follow a familiar pattern: a tenant administrator authorises an application, a mapping is confirmed, and candidates start moving. Workday does not usually work like that in practice. Access is granted by the customer, through a security configuration their own team controls, and the objects and fields involved depend on how that tenant was implemented, sometimes years ago by an implementation partner who has long since moved on.

So the sequence involves the client. Someone from their Workday or HR technology team has to be in the room to agree what is being written, where, by which integration user, and with what security group. There will be a sandbox tenant before there is a production one, and a test cycle that follows their release calendar rather than ours.

Anybody who tells you otherwise is describing a demo, not a deployment. We would rather set that expectation on a marketing page than discover it during an implementation that has already been sold on a different premise.

Companies running Workday are not going to replace it with recruitment software, and nothing on this page suggests they should. Workday is the system of record for the employee lifecycle, and recruiting is one module inside a much larger commitment that spans HR, finance and planning.

Surhires sits in front of it as the sourcing and relationship layer. For an in-house talent team that means outbound prospecting, talent pools and nurture happen in a tool built for them, and formal candidates land in Workday once. For an RPO, it means the delivery team can run its own desk, its own submittal tracking and its own commercial reporting while still delivering into the client tenant.

The RPO case is the sharper one, because an RPO frequently works across several clients on different systems. Running the desk inside each client tenant means the provider has no consolidated view of its own delivery, which is a genuine operational problem rather than a software preference.

The planned direction is a push from Surhires into Workday Recruiting: candidate, resume, contact details, source and the job requisition being submitted against. The planned return is narrow, in the same way as the other ATS connectors: status and stage for the candidates that were introduced.

What is not synced back: worker records, compensation data, organisational structure, position management, interview feedback, offer details, approvals, and any candidate the sourcing layer did not introduce. A Workday tenant contains the employer's entire HR and often financial dataset, and recruitment software has no business holding a copy of any part of that beyond the candidates it introduced.

Scope discipline here is also what makes the security conversation survivable. The narrower the integration user's permissions, the shorter the review.

A realistic scope starts with three questions. Which requisitions are in scope, and how are they identified on both sides? Which candidate fields must be populated for the record to be valid in that tenant, including any custom fields the implementation added? And who owns the integration user, its credentials and its rotation?

After that comes sequencing: sandbox first, a test cohort of real requisitions, a reconciliation of what landed against what was sent, then production behind a change window. None of that is exotic for anyone who has integrated with a large HR platform before, and all of it takes calendar time that a procurement timeline should account for.

Today, candidates are submitted into Workday by hand or through whatever CSV or agency portal route the client has enabled. Make that path repeatable rather than heroic. Capture the client requisition identifier on the Surhires job so every submittal can be traced, agree the exact field set the client needs before the first submission rather than after a rejection, and keep the submitted resume version attached to the submittal record.

Then track everything commercial on your side in Surhires: submittals out, interviews arranged, offers, placements and the fee. Those are your numbers, the client tenant is not going to report them for you, and they are the reason to run a supplier-side system at all.