Looking for the best results that support company sustainability, diverse methodologies focusing on productivity and efficiency have been developed. Under this perspective, the trends of Human Talent Management look for high productive workers and to have low rates of personnel rotation (Bruce, 2006; Wu y Lee, 2001; Fisher, 2000; Lyons, 2006). However, most of these trends do not surpass the reductionist version of the market which only consider a company as a producer of goods or services (Schumacher, 1975), or the managerial paradigms that create structures opposing human resource management (Maslow, 1968; Berger y Luckmann, 1967; Senge et.al., 1994). The Humanistic Management is an exception as it offers another managerial option based on the existing people in the company, not seen as resources but what they really are: human beings. Its principles focus on alteration, non- ideologies and organizational social obligations (Largacha-Martínez, 2010b). In this paper, the outcomes of a qualitative study in seven companies coordinated by the Humanistic Management Network are presented (Von Kimakowitz, et. al, 2011), analyzing them from the perspective of excellence and organizational learning
