In late 2007, Hewitt’s Board of Directors approved a proposal to build a corporate university. The initiative was part of a broad strategy to improve employee engagement, and the initial expectation was that it would result in improved training courseware.

Only nine months later, a small HR team ended up completely rethinking Hewitt’s approach to careers, competencies, and how people develop. Pilot programs within “Hewitt University” are underway now, with a global launch to associates scheduled for January 2009.

From the project, the Talent Development leadership team gained insights regarding:

• How to improve alignment between the business and Talent Development within a complex and matrixed organization,
• How simple concepts can improve organizational decision making and drive healthy change, and
• Practical ways to drive integration across a broad range of programs that impact talent development.