Writing an RFP for an ATS that works

When you’re in the market for a new Applicant Tracking System (ATS), it can be hard to know where to start. That’s where an RFP (Request for Proposal) comes in. Done right, an RFP can help simplify the buying process, compare vendors fairly, and choose a system that truly fits the needs of your team and organization. 

What is an RFP for an ATS?

An RFP for an ATS is both a document and a formal process to help organizations evaluate, compare, and select the right recruitment system and vendor. The RFP document typically lists key requirements and questions across areas like system functionality, integrations, security, compliance, support, and more. Vendors are invited to complete the RFP by specifying whether they meet each requirement and, if so, by providing detailed explanations of how they meet them.

Some organizations issue an RFP early in the buying journey, even before product demos, to align teams internally on main requirements and guide the right questions. Others wait until after shortlisting vendors or completing demos to use the RFP as a final comparison and decision-making tool.

How an RFP fits into the buying journey

Depending on your buying process, an RFP can serve different purposes.

• Before demos: As a planning and filtering tool
  The RFP can be used as an opportunity to align your team on requirements, screen out unqualified vendors, and decide which questions are most important to ask during demos. Using it at this stage helps ensure that only relevant vendors make it to demos. 

• After demos: As a validation and decision tool
  Once you’ve seen the product, an RFP helps you go deeper into specifics like security, implementation, or pricing. It's especially useful for comparing important details that demos don’t always cover but are critical to your decision-making process.
  
  
• During shortlisting: As a tool to narrow down options or break a tie
  If you're deciding between the final 2–3 vendors, the RFP can be used to clarify any remaining questions and concerns, or highlight differences—big or small—that can help you make your final decision. 

Example of an RFP timeline

Since every organization uses RFPs slightly differently, a sample timeline for an RFP process might look like this:

1. Conduct high-level market research to explore ATS options for your organization 
2. Set up discovery calls with viable ATS vendors 
3. Structure your RFP based on market research and internal needs
4. Align internally on priorities, budget, and evaluation criteria before finalizing the RFP
5. Finalize the RFP, with key questions and requirements specified 
6. Send the RFP to qualified vendors 
7. Deadline for vendors to submit any questions/clarifications about the RFP
8. Deadline for vendors to submit the completed RFP document 
9. Notify shortlisted vendors of their status and whether they are moving to the final selection round
10. Book demo sessions with shortlisted vendors for a thorough walk-through of the system and to meet the team behind the tool 
11. Evaluate demo sessions and finalize internal scoring
12. Make the final selection and notify all vendors of the outcome

What’s included in an ATS RFP?

Every RFP looks different depending on the team, organization, and goals. But one of the most important starting points is being clear on why the ATS switch is happening in the first place. The questions included in the RFP should relate to your current recruitment challenges and the outcomes you’re hoping to achieve. It shouldn't just be a list of features with yes-or-no answers.

Instead, focus on framing your needs as open-ended questions. For example, if you’ve struggled with slow time-to-hire, you might ask: “How does your platform help reduce bottlenecks in the recruitment process?”  

Asking vendors to explain their approach in detail helps you better understand how each one would address your specific challenges, and makes it easier to figure out the solution that’s the best fit for your team.

Structuring your RFP document

Most RFPs are organized in spreadsheets, often with separate tabs for core areas like data security, implementation, and user experience. Within each section, there might be a mix of closed and open-ended questions so vendors can explain both what their product does and how it works.

For example, you might include yes/no questions for clarity—like whether a platform supports SSO—but balance that with open-ended questions about how the system supports internal collaboration or improves recruiter efficiency.

Here are some of the typical areas your ATS RFP should cover:

• GDPR and data security: You need a system that complies with relevant data protection laws and can guarantee the safety of both your organization’s and your candidates’ data. Ask vendors how they handle data security, where data is stored, and how they maintain compliance across regions.
  
  
• Global hiring: If you operate across multiple countries or regions, your ATS needs to support international collaboration. This includes customizable workflows per location, language support, and features designed for cross-functional, distributed hiring teams.
  
  
• User experience: A great ATS should be intuitive for both experienced recruiters and less frequent users like hiring managers. Ask how the system supports different user types and what onboarding and training resources are available.
  
  
• Scalability and customization: As your team grows and evolves, your ATS should grow as well. Look for platforms that can adapt to changing workflows, support custom fields and stages, and easily integrate with your existing tools.
  
  
• Support and services: When you need help, who do you call? How does support work during and after implementation? Ask about available support channels, and what kind of onboarding, training, and ongoing assistance is included.
  
  
• Candidate experience: Your ATS should support a smooth and thoughtful candidate journey. From the ease of applying to timely updates and branded communication, ask how the system focuses on delivering a positive candidate experience.
  
  

• Employer branding: The candidate-facing side of your ATS should feel like an extension of your employer brand. Ask about customization options for job ads, career pages, and automated communications.

Do's and don'ts of writing an RFP that works

When it comes to writing a successful RFP, there are a few tips to keep in mind: 

Do

• Focus on big-picture goals and needs. Recruiting and HR teams understand the impact that effective hiring has on the business, and the consequences of inefficient processes. An RFP is your chance to connect those business-level challenges to the system you're choosing. Be explicit about what success looks like and how your next ATS can help you get there.
  
  
• Involve your stakeholders early. The best RFPs are cross-functional. Recruiters may care most about usability and workflow. IT and security will focus on integrations, data handling, and compliance. Hiring managers want simplicity. Legal may want clarity on GDPR. Bring everyone into the process early and reflect their input in the questions you ask.
  
  
• Evaluate the team, not just the tech. Your ATS provider will become a long-term partner, not just a vendor. Use the RFP process to learn more about the team behind the platform. Include questions about the company’s vision, product roadmap, or even the specific people you'll be working with. Understanding their values, support model, and long-term focus can be just as important as evaluating the product itself.
  
  
• Remember: an RFP is for you. It should be structured in whatever way helps you collect the information you need to make an informed decision. 

Don't

• Rely on only yes/no questions. This is where many RFPs go wrong. If all your questions can be answered with a "yes," don’t be surprised when all shortlisted vendors seem to have all required features. But if you ask how, you might be able to see more differentiation between vendors. For example:
  
  Instead of: "Does your system support CV parsing?"
  Try: "How does your system help recruiters quickly find and evaluate candidate profiles?"
  
  
• Assume you know the right feature. In the example above, you may think you need CV parsing, but what you really need is an easy way to find qualified candidates. Focus on the outcome, not the feature, and let vendors explain how their solution meets your underlying need.
  
  
• Skip internal alignment. If you don’t bring the right stakeholders into the process early, your RFP might miss important considerations—or worse, stall when it’s time to make a decision.

• Overly rely on templated RFPs. An RFP template is a great starting point, but modify any templates for your needs and requirements. A generic RFP will lead to generic responses. The more explicit you are about your specific needs, the more useful the responses will be. 

How to evaluate RFP responses

Once the responses come in, take a step back and revisit the goals you set at the start of the process. Which vendors speak clearly to those priorities? Use a scoring matrix to help you compare responses. It doesn’t have to be fancy, just consistent to make meaningful comparisons.

Get your stakeholders involved again. Ask recruiters to weigh in on user experience, IT to look at integrations, and legal to check for red flags. 

Also, read between the lines. Are responses thoughtful or templated? Do they show that the vendor really understands your business and your challenges? Vague answers or overly polished responses can be red flags.

What happens after the RFP?

After you’ve reviewed responses and shortlisted vendors, it’s time to move into the next phase: product demos and final evaluations.

Use what you’ve learned in the RFP to guide those demos. But don’t just sit through a sales presentation—ask to see how the platform handles the scenarios that matter most to you.

Talk to references. Ask vendors to connect you with customers who are similar in size or industry. What was implementation like? How’s support? Would they choose this system again?

Once you’ve made your decision, align with leadership and stakeholders before moving into procurement and legal review. The clearer you’ve been throughout the RFP process, the easier this step will be.

Summary and final recommendations 

At its core, your RFP is more than just a document—it’s a strategic tool to clarify where your hiring stands today, where it needs to go, and what kind of partner will help you get there. It begins by naming the challenges your current system can’t solve, invites vendors to show how they’ll support your goals, and ends with a solution that not only meets today’s needs, but grows with you over time. When done right, an RFP doesn’t just help you choose a system, but a partner and path to faster, more confident hiring.