How have you successfully integrated your ATS with other HR technologies to create a more seamless experience? What was one integration that provided unexpected value?

Integrating your ATS with HR systems like Workday is about more than syncing data—it's about unifying headcount decisions across Finance, HR, and Recruiting. At Kinnect, we saw the gap: recruiters live in Greenhouse, while finance and HR govern headcount in Workday. That disconnect led to spreadsheet chaos, manual reconciliations, and unclear ownership. So we built Kinnect—a headcount management platform that sits between systems, streamlining the full hire-to-headcount lifecycle. What made our Workday-Greenhouse integration stand out? It was the unexpected strategic alignment that came from making headcount a shared, real-time source of truth. Typical options like Workday Studio (complex, customizable) or Greenhouse HRIS Link (simple, one-way) either required constant IT support or lacked the flexibility organizations need. Kinnect bridges this gap with a bidirectional, no-code integration that keeps org structure, approvals, and requisitions in sync across systems. A real-world example: A recruiting team was creating reqs in Greenhouse, but approvals were stuck in Workday, leading to confusion over role types, budget availability, and hiring urgency. Once Kinnect was implemented: -Reqs were created or synced via Kinnect, tied to approved headcount. -After approval, Greenhouse automatically received the open role with proper tags and budget codes. -When a hire was made, offer details flowed back into Workday—accurate and instant. Dashboards showed approved vs. filled roles in real time—giving Finance visibility without chasing data. The surprise? Teams started using Kinnect's dashboards as the go-to place for headcount planning. Instead of relying on back-and-forth emails and spreadsheet reconciliation, cross-functional teams used Kinnect to drive hiring decisions—boosting speed, accuracy, and trust.

We use Workable as our ATS, and one of the key things we've focused on is making sure it doesn't sit in isolation but connects smoothly with the other HR technologies we rely on. For example, we've integrated Workable with Slack, which has been a game-changer for keeping hiring managers and recruiters aligned in real-time without needing to constantly check emails. Another integration that provided unexpected value was linking Workable with our background check and onboarding tools. This meant candidates could move from "offer accepted" to "ready to onboard" without the usual manual back-and-forth. What surprised us most was how much this improved the candidate experience—new hires consistently comment on how smooth and professional the process feels, which strengthens our employer brand. In short, integration isn't just about saving time internally, it's about creating a seamless journey that reflects well on the company and sets the tone for successful long-term hires.

One of the most impactful integrations we've done is linking gamified assessments with ATS platforms. Instead of recruiters toggling between systems, candidate scores and behavioral insights flow directly into the ATS profile. The unexpected value was how this integration improved recruiter adoption like teams who were initially skeptical about "new tools" embraced it once results appeared seamlessly in their existing workflow. It turned what could've been "another platform to manage" into a natural extension of their hiring process.

I treat the ATS as the connective tissue of our people operations — not a siloed database. At Zibtek, we linked the ATS to calendars and video tools for one-click interview scheduling, to Slack for real-time candidate nudges, to our HRIS for automatic onboarding records, and to coding-assessment platforms so technical screenings fed straight into candidate profiles. Technically we used APIs and webhooks, but the real focus was on small automations that remove friction so humans can do higher-value work. One integration that surprised us was connecting the ATS to our Learning Management System (LMS). Once an offer was accepted, the ATS automatically enrolled new hires in a short pre-boarding curriculum tailored to their role. The payoff wasn't just faster time-to-productivity — candidates reported feeling seen and prepared before day one, offer acceptance improved, and managers stopped treating onboarding as an afterthought. Suddenly, the ATS wasn't just hiring software; it became the first step in development and retention. The lesson: integrations shouldn't only move data — they should nudge behavior. When tools talk to each other in small, thoughtful ways, hiring becomes faster, more human, and part of the company's everyday rhythm.

One integration that worked really well was syncing our ATS with the onboarding platform. Before, recruiters handed off hires and the process felt choppy, like candidates were falling into a black hole after signing. Once the systems talked to each other, new hires flowed straight from "offer accepted" to setting up payroll, benefits, and training. The unexpected value was candidate experience—people told us the smooth transition made them feel welcome and confident before day one, which cut down on early drop-offs.

The best way to hide an ATS from candidates and recruiters is to make it the orchestration layer and standardize on open protocols. I connect the ATS to an HRIS through bi- directional APIs so that the HRIS becomes the source of truth for people data enable SSO via SAML and enable SCIM for provisioning. I then use vendor webhooks to integrate background screening, e-signature, and assessment tools and keep the states synchronized. I sync with Microsoft 365 or Google Workspace calendars for scheduling, and with Slack or Teams for interview feedback collection for hiring teams . I ensure structured JobPosting schema is pushed via API or XML feed for job boards to properly index, and I wire analytics through GTM to track the full funnel from view to offer on the career site. The biggest surprising win, was by combining the ATS with web analytics at the requisition level in a very granular perspective. Now, recruiting had marketing grade visibility by correlating application events to the analytics goal and UTM parameters. It also provided insights on what content, page speed, and UX features contributed to the increase of apply completions, as well as that schema-enhanced job pages were more effective in generating a better performance than generic listings. This helped us to focus on technical SEO and page performance, which began to subtly draw more qualified applicants without having to increase our advertising spend.

For higher touch offerings I use the ATS as a complement to communication and educational resources for candidates and families, and am very mindful of privacy issues. HRIS, background screening, I-9, secure e-signature, calendar, and video standard platform integrations. The only exceptions are for clinical positions or those with specific credentials, for which LMS training assignments and verification of licensure is initiated on the acceptance of an offer. I create forms in our ATS that allow interviewers to consistently provide notes, I am linked to a database so that candidates are given clear next steps. Access to data is time and role limited and logged. The surprise victory resulted from ties the ATS database to SMS as well as the secure device-to-device encrypted messaging platform that pulls off transcripts directly into the candidate files. Text is also a candidate's friend when they're in sensitive micro-life moments, since they can respond quickly for clarification. Opt-in, templated updates, and very serious suppression rules resulted in show rates for interviews increasing and time to offer decreasing, all without a trail of information to personal devices. It also lowered the drop-off from offer to start because the reminders to fill out paperwork were appropriate and at the right time.

Even the most people-first stack needs strong plumbing. I integrate the ATS with HRIS for approved status and the on-boarding process of hires and I enable SSO and SCIM so that access can be created and de-provisioned automatically. Background checks, I-9 and e-signature are all built in - no need for email chains. Calendars and films combine in unbroken interviews. I also funnel accepted offers into a tasking tool so that facility, IT and training can ready for day one without this chain email conversation. Candidate files are kept lean, meaning data minimization and rules of retention. A successful integration that also included one aspect of the ATS was connecting the ATS to an alumni and mentorship portal. On top of that, with opt-in, candidates close to receiving an offer would have the option of contacting a trained peer ambassador for a brief conversation, to be coordinated through the ATS. This single link reduced acceptance and reneges with the other, while maintain boundaries and confidentiality. It essentially made community become a quantifiable hiring advantage without increasing the amount of overhead for administration.

The plan is to connect identity, data and collaboration. I integrate the ATS to HRIS for positions and on-hire data, enable SSO and SCIM, and integrate background checks, I-9, e-signature to keep compliance tight. Due to speed I incorporate calendar and conferencing applications for the purposes of setting up panels and set structured assessments where applicable. Marketing comes into the loop via analytics - tracking application conversion, and lead quality. I also ensure that there is no PHI stored in the ATS and retention policies are followed. What they did not envision was the value of embedding employer branding content among the ATS application flow, by means of a headless CMS. Instead of static job postings, candidates viewed role-specific job stories relevant to the req, as well as 'a day in the life' videos, and benefits overview. Engagement was better, fewer unqualified applicants applied, and hiring teams had less redundant Q&A. Because it was centrally controlled, legal and compliance could approve it once to distribute it everywhere rather than having to upload it manually.

How have you successfully integrated your ATS with other HR technologies to create a more seamless experience? Once we integrated our applicant tracking system with our payroll and scheduling tools, it drastically improved the process of getting new hires into the business. The demand curve for motorcycle rentals can be unpredictable. Summer months and special events can mean twice as many riders compared to sluggish periods. Pre-integration, HR was forced to populate candidate data by hand to several systems, which caused delays. With everything linked up, we could get people on board, schedule them, and pay them so much quicker, allowing us to have the correct number of qualified people right when we needed them. It cut down on the errors, freeing up our time to train new workers on safety protocols and customer service. What was one integration that provided unexpected value? The integration that surprised me was the extent to which it accelerated our progress with our ATS and performance tracking platform. At first, I was thinking of it as a way to assess employees once they're hired, but it turned out to be a great tool for identifying training needs. For instance, we were able to identify which new team members performed best in safety training and which ones scored highest in customer feedback scores, and this data was then populated back into the ATS. It allowed us to see worthy leadership candidates earlier than we typically would. For a trust-reliant, rider-safety-dependent company, this level of insight into employee development was incredibly valuable in ways I hadn't anticipated.

I also connect the ATS to HRIS for headcount and job structures, to Identity for SSO and SCIM, and to compliance tools for screening, I-9, and E-Signature in more mission driven centers . I don't connect via EHR. For the sake of privacy, interviews are conducted using integrated tools by means of video and secure messaging . Training LMS assignments and mentorship introductions are automated upon hire. Use of structured scorecards to guide evaluation and reduce bias and limitation on storing of candidate records. The surprise was in linking the ATS with a community referral platform. Referrals could be submitted by employees and community partners, with consent, with progress able to be transparently tracked. Eligibility was handled by the ATS and the software made sure no duplicate information was entered. It also expanded the net of available talent in areas lacking employees, improved the quality of the recruit and promoting greater community connection while ensuring privacy concerns were never part of the recruitment process .

The ATS was integrated with a learning management system and that did more for us than we had hoped. Onboarding documents and payroll information were obviously the initial focus, but the LMS connection provided an unexpected layer of insight for candidate data. New hires were presented with training modules whose results, once completed, were transferred straight back into the ATS profile. This allowed management to see, on the spot, if candidates who appeared good on paper were also performing the right skills in their practice. The integration shortened the feedback loop, enabling teams to make early course-corrections in their development activities and mitigate the risk of a turnover within the first six months. So what started as a technical convenience turned out to reinforce hiring decisions as well as retention outcomes.

Lets instead make the ATS a secure front door; not a data warehouse. I link it to identity with SSO and SCIM, to position control via HRIS, and to licensure and exclusion screening with compliance tools. Documentation processes get e-signature and I-9 and E-verify remain e- trackable. For hiring teams I link calendars, video interviewing and messaging and centralize interview feedback in the ATS, so that artifacts remain under one permission structure. To support de-identification, I limit the storage of free-text as well as employ data retention policies and securely transfer sensitive information to a leased secure DMS. One valuable integration emerged as a result of integrating with an accommodation management tool. The ATS and HR case system were linked so applicants were able to confidentially request interview accommodations which would be routed through a non transparent process that did not alert the te hiring team. This actually increased trust from candidates, improved the compliance posture, meant hiring managers were ready and meant far fewer ad hoc emails. They were humane changes, and also led to lower rescheduling and higher rates of acceptance.

We integrated our applicant tracking system with our background screening provider, payroll system, and learning management system. The biggest shock came from the connection of the ATS to the learning system. Once a candidate is hired, they can be sent directly into onboarding modules to complete mandatory trainings before they set foot on site for the first time. Previously, staff started off waiting for access or completing paper work for their first week rather than settling into their roles. Now, new hires are coming in with certifications completed, so compliance is easier and they are faster to get started assisting children. This integration also allowed supervisors to clearly see applicant history and current staff development in one place. What appeared to be a convenience turned out to be a vehicle for reinforcing training consistency and easing the transition from candidate to contributor.

We have a lean HR tech stack and therefore integration is essential. One effective integration has been between our applicant tracking system and our scheduling tools. By automating interview confirmations and syncing them to calendars we saved 3-4 hours a week, while also providing a better candidate experience. An integration that offered some unexpected value has been one between the applicant tracking system and our project management software. From the moment our new hires accepted offers, their onboarding tasks were already assigned in the project management software, so they knew what and where to focus on training and compliance. The integration offered efficiency, and made onboarding with our new hires feel more organized, and ultimately demonstrated we were invested in their success.

For knowledge-intensive jobs, the ATS works best when paired with systems that signal early. I have combined ATS and HRIS to create requisitions, identity for SSO/SCIM , calendar and video for interviews, e-signature and background checks for compliance. I incorporate validated skills assessments that link scores to the ATS and norm referenced rubrics to guard against subjective drift. Recruitment marketing materials are tracked with a CRM or marketing automation system, quality is attributed to content and source via the analytics capabilities. It was not intended use but the added value was beyond the original intention, when the ATS is incorporated in a structured writing assessment tool that gives rubric aligned results. The inputs of scores and anonymous work samples were fed into the ATS which generated more fair and consistent shortlists and more panels of better discussion. It also benefited the diversity and long-term performance of the role by directly evaluating based on proven ability rather than pedigree, while not lengthening the time to hire.

Begin with a secure minimal surface. For access hygiene, SSO and SCIM are in place, ATS plugs into HRIS for headcount control, and payroll triggers on hire. Compliance stack consists of background Screening, I-9, E-Verify, License checks, and audit logs. For culture and outcomes, I link the ATS to an LMS for pre-start training, and to collaboration tools for structured interview scoring. We track time to slate, time to fill and quality signals by source; and feed analytics into a BI layer. The biggest but unexpected increase was leveraging the ATS but using a referral platform that mirrors to their collaboration tools of choice for employees. In cases where the referral could be generated and tracked directly within Slack or Teams, uptake increased and the ATS was able to automatically track attribution. It was also a loop that exposed bottlenecks, since the referrer was able to see status updates and the nudges by the recruiter were not necessary. It improved both the quality of hire and retention rate without having to hire additional staff, and was governed by clear conflict-of-interest and eligibility rules.

Consistent master data is the foundation for the ability of HR and finance puzzles to fit together. I integrate the ATS with the HRIS and planning tools so that the requisitions, job codes and cost centers are sync'd. SSO AND SCIM are also helpful to mitigate identity risk. Background screening, I-9, and e-signature maintain compliance in one continuous motion. Among others, calendar and video integrations speed up interviews, and analytics push to BI for Time to Fill, Pipeline Velocity, and Funnel Conversion by source. Creates offers that trigger automatic payroll setup and provisioning activities. Unanticipated gains were provided by an integration that combined the use of the ATS with a process model of workforce planning that feeds in the probabilities from the pipeline. Instead of only seeing headcount inform at the monthly all hands, Finance could better infer when folks were likely to start, and based on role and location, an approximation in almost real time. That increase helped with cash forecasting, capacity planning, and onboarding. It also minimized the urgency to push late-stage candidates, since those in leadership could see the staffing situation ahead.

The applicant tracking system had been integrated with the learning management system, which has established a direct connection between recruiting and initial training. After a candidate had accepted an offer, the system automatically created training modules and planned compliance courses without the input of any HR. The analytics this generated were the surprise value. We could observe relationships between the application data of a candidate (e.g. past certifications or prior work experience) and their pace at onboarding. That lesson allowed us to narrow down job descriptions and interview questions to better align them to the qualities of employees who give results early. The integration saved time, but also allowed us to have a feedback loop, which improved our recruitment and retention.

For scale connectivity must be dependable and compatible. The ATS holds functions for requisitions and approvals, HRIS integration, identity integration for single sign-on and SCIM, e-signature, I-9, background screening, and E-Verify. For licensed positions I also include credential verification, as well as the presence of an exclusion. Outlook or Google is used to schedule interviews, and the ATS is integrated to allow for organized results to feed into the system. When an LMS assignment is initiated or IT ticket, the event is tracked on hire through the ATS. I respect the principles of data minimization, of access to a limited number of users and of data retention. The candidate FAQ and knowledge base lived within a searchable widget in-apply and post-apply, Supplements the ATS, and to our surprise lifted. The reasons for this were various but many abandonments were "Unknown". When context surfaced the approved answers, support tickets decreased, interviews got better preparation, and time to offer was reduced. It was also more equitable in that all candidates were presented with the same high-quality information and did not require distinct outreach.