This article seeks to provide an overview and introduce the concept of localization of employees in Saudi Arabia and also examines the new job localization program "Nitaqat" with particular reference to the case of Saudi Arabia, in order to pursuing the strategy of Saudization that been introduced at the late of the 90s. The analysis is based on a number of interviews have been done with HR mangers in different economic activities in the Saudi private sector. The initial findings provide valuable insights into the Nitaqat program, its barriers such as the education system that is not market driven, some cultural practices that concerning women in the workforce and some of the local's habits such as focusing more on prestige than performance. Further, it shows some of HR managers concern about the replacement of their employees. Interview respondents advised enhancing the skills of the local workforce and enhancing the educational system outcomes in the country and linked it to the needed jobs in the country.

Abstract-Employee turnover as a term and its sources have been introduced and conducted in several studies in the past few decades. The lost knowledge as a result of this turnover on a large scale as a" country scale" is the topic that will be discussed and presented in this paper. Nitaqat as a localization program that have been forced by the Saudi ministry of Labour has caused a huge cases of employees turnover. Due that turnover, the knowledge retention has been affected. This paper examines the employee turnover sources, its effects and forwards a suggested strategy that linked to HRM on how to minimize the lost knowledge that caused by the localization program Nitaqat.

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The shame of slavery 45.8 million slaves in 2016; 33 per cent of our slaves are children; 49 per cent (nearly half) of our slaves are women