This research investigates existing and new HR practices that have impacted public health employee retention in Saudi Arabia during the COVID-19 pandemic. It builds on social support theory and social exchange theory to better understand the relationships between HR practices and retention, and uses quantitative methods to examine the hypotheses based on a conceptual framework. While OLS regression is employed to analyze the relationships between HR practices and retention, path analysis (bootstrapping) is used to examine the mediator variable. Based on 417 valid questionnaires distributed to public health employees in Saudi Arabia's central, western, and eastern regions, the analysis illustrates that while training and emphasis on work-life-balance as existing HR practices had a positive effect on retention, social support (supervisory support) and promotion of mental well-being as new HR practices also had a positive effect on retention during the COVID-19 pandemic. However, the hypothesis that compensation and occupational health and safety would improve retention was not supported. These results indicate that financial benefits and providing safety materials did not lead to employee retention. Meanwhile, safety training programs, psychosocial support, and promotion of well-being have been essential HR practices during the pandemic. Regarding the mediation hypotheses, interestingly, the results show that organizational commitment has mediated relationships between safety training and mental (psychological) well-being on one hand and public health retention on the other during the pandemic.