The implementation of a model of human capital management in a research group in Colombia is presented, with the intention of addressing some existing shortcomings associated with the group's composition and structure. The model is based on five phases of development related to knowledge management. Disadvantages resulting from erroneous allocation of roles, poor distribution of tasks, lack of fundamental skills and shortage of relevant value practices, among others, are described. Solutions that counteract these conflicts, which hinder the group's development and diminish its chances of successful performance, are proposed.