In the case provided, one of the recruiting methods described that SAP uses to get talented workers that help the company to innovate is recruiting for individuals with autisms. It comes out as one big idea that the company uses to source for talents in an area that has not been exploited in the human resource. Individuals with autism, although may have difficulties in expressing themselves or interpersonal relations they are endowed with particular strengths that may be harnessed in the labor force to contribute to the organization innovation and growth efficiently. Such individuals often pay attention to details and are often highly skilled in particular areas. Additionally, autistic individuals may be advantageous for their difficulty in perceiving emotions of others. The flip side of such a challenge is that they tend to be very logical in decision making since emotions will not influence them in applying logic ( Matson et al., 2012) . They are usually independent thinkers who in most cases would result in novel ideas owing to the different way of looking at concepts. Also, autistic individuals are largely average to above average in intelligence which implies there is high chance that a good brain will be coming to the workforce .
While it is true that autism disorder causes issues around social interactions or an individual’s physical behavior, many of these individuals have also demonstrated above average intelligence in mathematics and science. Indeed, some studies have shown linkages between autism disorders to greatness in certain individuals like Isaac Newton and Albert Einstein, both great scientists who have created revolutionary ideas that have changed the world ( Matson et al., 2012) . Such examples just strengthen SAP's position as they endeavor to tap talent in the unexploited field of autistic people towards becoming a hub of innovators in the world.
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Some of the recruiting methods that SAP could undertake to ensure they remain strong in the innovation industry may include the following. Firstly, there are the mobile strategies. Mobiles are slowly replacing the standard connectivity that people have had. With the advent of smartphones, individuals often begin their searches on the mobile platforms. A better way to harness the opportunity is for an organization to provide a way that captures their interests and remarks it back to the pool of talents for a continuous campaign targeting the organization's talent community. Approximately 70% of people are making using their mobile devices to search for jobs (Sivertzen, Nilsen, & Olafsen, 2013) . Since the mobility is handheld, it promotes a high rate of response with high flexibility for reaching the skilled prospects. Similarly, the mobile strategy could allow the organization to push the relevant job openings to a few select job seekers.
The second option would be the social media sites. These are online channels that provide virtual connections between individuals. Employers are often keen on whatever talent they are looking for. As a platform that enables interaction, employers can thus interact with both passive and active employers allowing them to access a larger pool of talents. Studies indicate that there is a high chance of candidates recruited from social media to stay longer on the job compared to those hired through other approaches. Social media offer better resume that could be written down on paper. Since most of the relevant information for the employer could access through the site before personal contact, it offers a better avenue for tapping into a prospective employee talent. For instance, sites can be linked to once social media account that gives detailed videos of what innovations they have made including their craft and specific talent areas in a more practical way which saves time for employers (Sivertzen, Nilsen, & Olafsen, 2013) . In some cases, the share option on the social media sites may give the specific candidate visibility that may expose them to the potential employer saving the employers of the lengthy recruitment processes often carried out at organizations.
The third option is the open-ended job postings. An organization could opt to do away with job titles when looking for a particular talent in their workforce. In such a case, they would give an open-ended job opening without any title or specification. Such techniques often target talent and creativity in prospective employees. The unique attributes of the individual applicant will count than just their skills. For instance, a company like Zappos has been applying the use of this method in hiring. Their policy is hiring people and not skills. As they believe skills can be taught while creativity is intrinsic (Sivertzen, Nilsen, & Olafsen, 2013) .
Finally, there is the big data system where recruiters or hiring managers are using certain specialized software's that are designed to analyses the applications and resumes. The software has analytics that helps filter all the information by skills to determine an individual's qualification. As such the data analytics are designed based on the predictive metrics to enable the recruiter to determine the ideal candidate with the prerequisite qualification. It does offer a great way for recruiters to identify the best talent more efficiently. All the four listed strategies could be of help in the recruitment efforts by organizations as they seek to get innovative individuals to their organization.
References
Matson, J. L., Turygin, N. C., Beighley, J., Rieske, R., Tureck, K., & Matson, M. L. (2012). Applied behavior analysis in autism spectrum disorders: Recent developments, strengths, and pitfalls. Research in Autism Spectrum Disorders , 6 (1), 144-150.
Sivertzen, A. M., Nilsen, E. R., & Olafsen, A. H. (2013). Employer branding: employer attractiveness and the use of social media. Journal of Product & Brand Management , 22 (7), 473-483.
