Strategic HR practices are known to impact an organisation’s capability to manage knowledge. These linkages have been postulated theoretically but there is a dearth of empirical evidence for such impacts. This paper, through an intervention undertaken at a large organisation, illustrates this linkage. We show how a new HR practice can be a tool for effectively managing knowledge. The paper extends the knowledge management literature by including the effectiveness of HR practices and setting up new ways of innovative knowledge management, which can be useful for scholars as well as practitioners.