Knowledge is the product of professional service organizations. It is the essential element that allows the organization to operate in its industry sector. The knowledge of the organization is part of the human capital of the organization, namely the workers. This article will first review the current literature on knowledge and professional service organizations, what this knowledge is, how this knowledge can be managed. Second, the article will review relevant theories and practices associated with strategic human resource management (SHRM) and how these theories and practices can help manage organizational knowledge. Finally, the article will attempt to connect knowledge, SHRM and how the use of SHRM can impact the organization's competitive advantage. In the professional services industry, such as consulting, employee knowledge of the industry in which the organization operates is important. This knowledge is applied to the problems encountered in order to develop solutions and responses specific to the problems and customers encountered (Teo, Brown et al 2008). This knowledge also constitutes the competitive advantage of the organization and must be exploited as an asset (Razouck, etc. 2009) to ensure its most effective use. Harnessing or managing this knowledge can be difficult because knowledge itself is an abstract and complex notion that can be both tacit and explicit and exists at all levels, from the individual to the to the organization itself (Thite, 2004). But what is knowledge? What types of knowledge can be observed in these companies and how can this knowledge be captured and transferred to others. Analysis of the literature regarding professional services firms revealed that the majority of researchers only considered the approach...... middle of article ...... coaching and mentoring employees juniors to improve their performance and become successful consultants. When this is done, there is no doubt (I have to make sure I have the evidence here) that the transfer of knowledge within and around the organization will lead to competitive advantage. From experience, this leads to an improvement in employee confidence and ability to discuss areas of concern with clients, with clients being satisfied with the consultants' results and, importantly. Ultimately, the link between knowledge management and human resource management will lead to competitive advantage for the organization. the people who possess the knowledge and, within a PS company, these people are the source of competitive advantage (Browning et al, 2009). Without the HR aspects, how will the organization leverage these people and their knowledge to provide this competitive advantage ?