Keep managers, requisitions and internal moves in one place

Almost every in-house delay traces back to the same place: a shortlist waiting on feedback, an interview panel that cannot agree a slot, a debrief that never happened. Chasing that by email produces an inbox full of one-word replies and no record of what was decided.

Surhires gives each hiring manager a workspace scoped to their own requisitions. They see the candidates submitted to them, can review a profile, leave structured feedback against the scorecard, pick interview slots from their own calendar and approve or decline a candidate without learning the rest of the system. They do not see other departments hiring, and they do not consume a recruiter seat.

Because feedback is structured rather than free text, it is comparable across a panel and it is available when the decision is questioned later. Because the delay is measured, a manager who takes eleven days to review a shortlist appears in the report next to one who takes two, which is usually a more productive conversation than another reminder email.

The best-matched candidate for a role is often already employed by the company, and in most organisations they find out about the opening from a job board, if at all. Internal mobility is treated as a separate process with its own form, its own inbox and no connection to the requisition that the external recruiter is working.

Surhires runs internal candidates against the same requisition as external ones, with their own stage set where your process requires it: manager notification, internal interview, transfer date, notice to the current team. An employee record can carry the skills, certifications and career interests that make them findable, so a recruiter searching for a requisition sees internal matches alongside external ones rather than after the external process has already built momentum.

The pipeline distinguishes internal from external throughout, because the two carry different obligations. An internal candidate who is rejected still works for you next week, and the disposition record should reflect that a conversation is owed.

When an agency sends a poor rejection email, the damage lands on the agency. When a corporate talent team does it, the damage lands on the employer brand, on the review sites, and eventually on the cost of hiring the next person for the same role. In-house teams are managing a public asset that an agency is not.

Surhires makes the parts that damage a brand harder to get wrong. Every candidate reaches a coded disposition rather than silence, and the system shows which candidates in a closed requisition were never told. Communication templates carry the tone your employer brand uses. Careers-site applications land as structured records rather than mail, and the candidate can see where they stand through a portal rather than by emailing a recruiter who has moved on.

None of that guarantees a good experience, and no software does. What it does is remove the specific failure modes that come from records falling through a process rather than from a decision anybody made.

An agency reports revenue. A talent team reports whether the plan is being delivered, and that is a different set of numbers: open requisitions against approved headcount, time to fill by function and level, offer acceptance rate, source of hire, cost per hire including agency spend, and where the funnel is losing people.

Surhires computes those from the working records. Cost per hire can include agency invoices, job board spend and referral bonuses where you record them, so the number is defensible rather than an estimate. Source of hire is attributed at first touch and preserved through the funnel, so a referral that went through a job board application does not get miscredited.

Where the answer is that there is not yet enough data to be meaningful, the report says so rather than producing a confident figure from six hires.

This is worth stating plainly because it decides whether an evaluation is worth your time. Surhires does not hold employment records, run payroll, manage benefits, track absence, store performance reviews or act as the system of record for a person once they are employed. It covers the work up to and including the offer and the start date.

The join is at the accepted offer. The candidate record, the offer terms, the start date and the structured profile pass into your HRIS, and the requisition closes. Integrations with Workday, Rippling, Deel and Remote exist at different stages of readiness, and each integration page states its state plainly rather than showing a logo and implying a partnership.

For an internal mobility flow, the direction reverses: employee records come from the HRIS so the mobility pipeline works against current data rather than a stale copy.

An employer carries obligations an agency does not. Demographic data for equal-opportunity reporting must be collected without influencing a decision. Pay ranges must appear on postings in a growing list of jurisdictions. Where an automated tool contributes to a screening decision in New York City, an independent bias audit and candidate notice are required.

Surhires stores demographic data separately from the hiring record, where recruiters cannot see it. It checks a posting against the salary-disclosure rules of the states and countries you are publishing to before it goes out. Where AI scoring is used, it records which candidates were scored, on what basis, and exports the data an independent bias audit needs.

Commissioning that audit, issuing candidate notice and deciding your own policy remain yours. The product supplies the record; it does not supply the compliance.