The aim of this research is to explore whether adopting a Work Integrated Learning (WIL) approach can accelerate the generation and transfer of tacit knowledge amongst professionals. Tacit knowledge is the knowledge gained by individuals from experience and is difficult to articulate and formalize. The transfer of tacit knowledge is a key concern for organisations with niche knowledge, particularly when the workforce is aging and there is a risk of knowledge loss. This study is based on the concept of the internalisation phase of the knowledge spiral and examines quantitative data collected from a working population located primarily in Sweden and India. The practical implications of this research are relevant for leaders looking to implement or improve their knowledge management processes. Findings suggest that by adopting WIL, companies can improve employee engagement in knowledge management systems by increasing willingness to share knowledge with others. Additionally, managed socialization appears to be an important component of the knowledge management strategy, as opportunities to interact improve employees’ future outlooks. Preferences for learning and communication methods indicate that tenure, potentially role type, may have a stronger influence on individual preferences than personal demographic factors such as age or background. Overall, WIL approaches were found to be highly valued by working professionals. These practices help to increase workers understanding of new learnings, and increased engagement in knowledge transfer practices can in turn improve overall information quality within the broader knowledge management system. It is important for leaders to maintain time for peer knowledge-sharing and self-reflection in order to maintain these benefits.