Change within organisations is a topic that triggers debate because it demands a profound transformation in people and teams. Every change process requires recognition of strengths and opportunities for improvement, but it can also mean that conflicts may arise.

Change, like any human process, contains various factors that can hinder the success of the process and that, on occasion, leaders of an organisation fail to understand. For example, ineffective communication of expectations and a lack of recognition by way of compensation or emotional salary are elements that can become roadblocks to change, or that can directly cause us to fail in the attempt to do so.
According to a study conducted at Universidad de Chillán in Chile, there are 4 relevant factors when shaping change-oriented profiles within organisations.

1) Pressure to change, that is to say, that there is a sense of urgency and a belief that the current situation isn’t sustainable.
2) Vision of urgency, which must be shared by the majority of those involved in order to increase commitment to and interest in transformation.
3) Diagnosing and developing the skills of the people who will implement the change, to ensure they are prepared.
4) Mapping of interest groups (people or positions) that will be affected or impacted by the transformation.
These profiles become advocates for change in the paradigms and ways we do things, which is why, generally speaking, we must recognise their potential and map out the organisational path by way of a career plan.
Many organisations opt to delegate new roles and responsibilities to the existing team. For a successful acceptance of change and transformation, we must draw forth skills and reorganise talent in order to communicate and internalise the new concepts that will become essential at the company.
Keywords: Catalyst for change, change, talent management, human resources.