Challenges but 'no lack of talent' for Gulf workforce nationalisation (page 2 of 2)

Thomas was recently contracted to a large bank in Riyadh, apparently perceived seen as an elite organisation in the region. Banks have the highest ratios of Saudisation with between 80% and 100% of roles taken by Saudis.

"Most Saudi banks have comprehensive graduate recruitment programmes, with no shortage of people wanting to work in banks. So it's a matter of getting the rights ones in on the basis of competency, who will fit within and maintain the culture," says Thomas.

"There's no shortage of talented people. There's no shortage of good people - in any area. The problem we see is that if you want to get Saudis into [manual roles], they don't want to do it. It's an attitudinal issue, not about capability."

While it may be still too early to gauge the full impact of Nitaqat, some within HRSG are citing recent reports that it could cost the private sector upwards of SR60bn ($16bn). Taking construction as an example, the industry has to hit just 31% Saudisation to attain the rating 'excellent', but projects are made more complicated since it is now tougher to draft in large numbers of foreign workers.

Such a cultural shift is monumental, and will inevitably take some time, but has no doubt been spurred by Arab Spring scenarios across the region. Leaders must afford to pay attention to shifts that are occurring.

Simpson describes the process as a "very complex, very transformational and a long-term issue". "You're not going to turn the tap and all of a sudden it'll work. The biggest key is making sure people have the right skills in order to do their jobs."