SMART Goals

What each letter means

• Specific: states exactly what will be done or achieved. "Improve quality" isn't specific; "raise my monthly QA score" is.
• Measurable: has a number or a clear yes/no test, plus the source of the data.
• Achievable: stretching but realistic given time, skills and resources.
• Relevant: connected to the role, team goals or the person's development.
• Time-bound: has a deadline or review date.

Doran's original version used "assignable" and "realistic" for the A and R; most organizations now use achievable and relevant. The letters matter less than the result: a goal that two people would judge the same way at the review date.

SMART goals examples for employees

Contact center agent "Raise my average QA score from 82% to 90% by the end of Q2, measured on the monthly QA scorecard, by completing two side-by-side coaching sessions per month."

Recruiter (high-volume) "Reduce median time from application to first interview for warehouse roles from 6 days to 2 days by September 30, measured in the ATS, by switching all first-round interviews to self-scheduling."

Team lead "Complete a documented one-on-one with each of my 14 direct reports every two weeks from April through June, with notes logged in the HRIS."

HR generalist "Get I-9 Section 2 completion within three business days to 100% for all new hires at the Dallas and Phoenix sites by July 31, verified by a monthly audit."

L&D specialist "Launch a microlearning refresher on the new returns policy for all 600 store associates by May 15, with 90% completion and an average quiz score of at least 80%."

How to write a SMART goal

1. Start with the outcome you want, in a sentence.
2. Add the measure and the data source: which report, scorecard or system.
3. Add the baseline and the target. "From 82% to 90%" is clearer than "to 90%".
4. Set the date and the check-in points.
5. Check relevance: does it connect to a team goal or a development need?
6. Check achievability with the employee, not just the manager.
7. Add the main actions if they help, but keep them secondary to the outcome.

Our goal-setting template gives you a form with each element as a field, which makes it harder to skip the measure or the date.

Where SMART goals are used in HR

• Performance reviews: three to five annual or quarterly goals per employee.
• [Individual development plans](/glossary/individual-development-plan/): skill-building goals with clear evidence of progress.
• Probation: expectations a new hire must meet before the end of the probationary period.
• [Performance improvement plans](/glossary/performance-improvement-plan/): here SMART goals matter most, since the employee must know exactly what will count as success and the employer may later need to show the targets were clear and reasonable.
• Onboarding: 30-60-90 day goals for new hires and managers.

SMART goals vs OKRs

SMART goals are designed to be achieved; hitting 100% is the expectation. OKRs are designed to stretch, with partial achievement often considered good, and they're usually set at team or company level. Many organizations use both: OKRs to set direction for teams, SMART goals for individuals' performance and development.

Common mistakes

• Measuring activity instead of outcomes: "Make 100 calls a day" when the real goal is booked interviews.
• Goals the employee can't influence, such as company revenue for a junior coordinator.
• Too many goals. Five is usually the useful maximum.
• Set in January, forgotten until December. Review progress monthly or quarterly.
• Unrealistic PIP targets that look designed to fail. They undermine the process and can become evidence in a dispute.
• Ignoring accommodations: if an employee has an approved ADA accommodation or reduced schedule, adjust the targets accordingly.