25 Development Goals for Work: Examples by Phase
25 development goals for work organized by the first 90 days. Practical examples for new hires at growing businesses, with SMART formatting.
Development Goals for Work
25 examples organized by your first 90 days
At a previous company, I asked a new hire what their development goals were after their first month. She stared at me blankly. Nobody had given her any. She had been completing tasks, answering emails, and attending meetings for 30 days without any sense of what she was supposed to be learning, building, or working toward. She was busy. She was not developing.
Development goals solve this problem by giving every employee a clear picture of what growth looks like in their specific role, on a specific timeline, with specific outcomes. This guide provides 25 development goals organized by the first 90 days of employment, all written for growing businesses where the person setting the goals is usually also the founder, the manager, and half the HR department. I built goal tracking into FirstHR as part of the onboarding workflow because development goals and onboarding are the same process at companies with 5 to 100 employees: the goals are how you define what success looks like during those critical first months.
What Are Development Goals for Work?
Development goals are specific, measurable objectives that define what an employee should learn, achieve, or improve within a set timeframe. They differ from daily tasks (which define what to do today) and job descriptions (which define the role broadly) by focusing on growth: the skills, knowledge, and capabilities the employee is building over time.
The difference between a development goal and a vague aspiration is measurability. "Get better at communication" is an aspiration. "Send a written project update to the team every Friday by 3pm, including status, blockers, and next steps" is a development goal. One is uncheckable. The other produces a clear yes or no at the end of each week. The employee training guide covers how development goals fit within the broader training framework.
Why Development Goals Matter More at Growing Companies
At a large company, development goals are managed by HR through formal performance management systems, annual reviews, and structured development programs. At a growing business with 5 to 100 employees, development goals are either set by the founder/manager during onboarding or they do not exist at all. Most growing businesses default to the second option, which creates two predictable problems.
First, employees without development goals do not know what "good" looks like beyond completing their immediate tasks. They work hard without growing. Second, managers without development goals for their team have no framework for evaluating progress, giving feedback, or identifying who needs help. The result is reactive management: problems surface at Month 6 that should have been caught at Day 30.
Research from the Work Institute shows that 20% of employee turnover happens within the first 45 days. A significant portion of that early turnover is driven by unclear expectations and lack of direction. Development goals directly address both: they make expectations explicit and provide a clear path forward. SHRM recommends structured goal-setting as a core component of effective onboarding programs. The turnover reduction guide covers the broader retention framework.
How to Set Development Goals Using SMART + 30-60-90
The most effective development goals for new hires combine two frameworks: SMART criteria for each individual goal and the 30-60-90 day structure for organizing goals into phases.
| SMART Element | What It Means | Bad Example | Good Example |
|---|---|---|---|
| Specific | Clearly defined action or outcome | Learn the product | Complete product certification quiz with 85%+ score |
| Measurable | Quantifiable result you can evaluate | Improve communication | Send weekly written project update every Friday by 3pm |
| Achievable | Realistic given the timeframe and resources | Become the top performer in 30 days | Handle 3 customer accounts independently by Day 60 |
| Relevant | Connected to the role and business needs | Learn a programming language (for a sales role) | Master the CRM pipeline management workflow |
| Time-bound | Has a specific deadline | Eventually learn to present | Deliver a 10-minute project update to the team by Day 75 |
The 30-60-90 framework adds progression. Day 1-30 goals focus on learning and absorbing (the employee is new and needs context). Day 31-60 goals focus on contributing and applying (the employee knows enough to start doing). Day 61-90 goals focus on owning and leading (the employee demonstrates independence). Each phase naturally builds on the previous one. The 30-60-90 day plan guide covers the full framework.
Days 1-30: 9 Foundation Goals
Foundation goals focus on learning, context-building, and relationship development. The new hire is absorbing information, not producing output. Each goal below includes the SMART formulation and the category (hard skill, soft skill, or relationship).
| # | Development Goal | Category | How to Measure |
|---|---|---|---|
| 1 | Complete all required compliance training (anti-harassment, safety, data privacy) within 14 days of start date | Hard skill | Training completion records with dates |
| 2 | Pass the product/service knowledge assessment with 85%+ score by Day 21 | Hard skill | Assessment score |
| 3 | Complete 1:1 introductory meetings with every team member by Day 14 | Relationship | Calendar records of completed meetings |
| 4 | Learn to navigate the 3 core tools (CRM, project management, communication platform) without assistance by Day 21 | Hard skill | Manager observation: can perform basic tasks independently |
| 5 | Shadow 5 real customer/client interactions and submit written observations for each by Day 25 | Hard skill | 5 written observation summaries submitted |
| 6 | Send a daily end-of-day summary to the manager during Week 1, shifting to weekly by Week 3 | Soft skill | Summaries sent on schedule |
| 7 | Identify and document 3 things about the company or role that were unclear or surprising by Day 21 | Soft skill | Written list shared with manager at Day 21 check-in |
| 8 | Establish a working relationship with assigned buddy/mentor: minimum 3 conversations per week for the first month | Relationship | Buddy confirms regular interaction |
| 9 | Articulate the company's top 3 priorities and how the role connects to them by Day 30 review | Hard skill | Verbal assessment during Day 30 review |
Goal 7 deserves special attention. Asking a new hire to identify what surprised or confused them creates a feedback loop that improves onboarding for future hires. Every "surprise" is a gap in your documentation or training. Over 5 to 10 hires, this feedback systematically improves your onboarding process. The check-in questions guide provides additional questions for the Day 30 review.
Days 31-60: 8 Growth Goals
Growth goals shift from learning to contributing. The employee has enough context to start doing real work with decreasing supervision. Goals in this phase introduce independent execution, cross-functional collaboration, and the beginning of skill expansion beyond the core role.
| # | Development Goal | Category | How to Measure |
|---|---|---|---|
| 10 | Handle 3 core job tasks (e.g., client accounts, support tickets, project deliverables) independently without manager review by Day 45 | Hard skill | Manager confirms independent execution on 3 tasks |
| 11 | Complete one cross-functional project that requires collaboration with at least 2 other team members by Day 55 | Soft skill | Project completed, peer feedback collected |
| 12 | Give specific, constructive feedback to one colleague on a work product by Day 50 | Soft skill | Manager observes or receives confirmation |
| 13 | Identify one process improvement opportunity and propose a solution to the manager by Day 55 | Hard skill | Written proposal submitted |
| 14 | Resolve one minor disagreement or ambiguity with a colleague directly, without escalating to the manager | Soft skill | Self-report during biweekly check-in |
| 15 | Learn one skill outside the primary role through cross-training or shadowing by Day 60 | Hard skill | Can describe the process and why it matters |
| 16 | Take ownership of one recurring task that was previously done by someone else | Hard skill | Task successfully transferred and executed for 2+ weeks |
| 17 | Present a 5-minute project or status update to the team during a regular meeting by Day 55 | Soft skill | Presentation delivered, feedback received |
Goal 13 is the most impactful development goal in this phase. An employee who identifies a process improvement by Day 55 is not just doing their job. They are improving the company. This is the behavior that separates someone who is merely competent from someone who adds increasing value over time. The SOP guide covers how to document the improvements that employees identify.
Days 61-90: 8 Impact Goals
Impact goals demonstrate readiness for full independence. The employee is no longer "new." They are a contributing team member who operates without handholding, adds value beyond task completion, and begins shaping their longer-term development trajectory.
| # | Development Goal | Category | How to Measure |
|---|---|---|---|
| 18 | Operate independently on all core role responsibilities with no more than one manager check-in per week | Hard skill | Manager confirms reduced supervision needed |
| 19 | Lead one project, meeting, or initiative from start to finish without manager involvement in execution | Hard skill | Project completed, outcome documented |
| 20 | Train or mentor one newer team member on a process you have mastered | Soft skill | Newer employee confirms effective training |
| 21 | Build one relationship outside the immediate team (different department, key customer, or external partner) | Relationship | Manager confirms relationship established |
| 22 | Deliver measurable results against a key metric for the role (e.g., close a deal, complete a deliverable, hit a quality target) | Hard skill | Metric achieved and documented |
| 23 | Complete a self-assessment of strengths and development areas and discuss with the manager at the Day 90 review | Soft skill | Written self-assessment submitted before Day 90 review |
| 24 | Propose 2-3 development goals for the next quarter based on what was learned in the first 90 days | Soft skill | Written goals submitted at Day 90 review |
| 25 | Articulate your role's impact on the company's revenue, customers, or operations in a 2-minute explanation | Hard skill | Verbal delivery during Day 90 review |
Goal 24 is where onboarding transitions to ongoing development. When a new hire proposes their own development goals for the next quarter, they are taking ownership of their growth rather than waiting to be directed. This self-directed development is what makes someone a long-term contributor rather than a permanent new hire who always needs to be told what to learn next. The first 90 days guide covers what the Day 90 review should include.
Development Goals by Role Type
The 25 goals above are role-agnostic. In practice, you should customize them based on the specific position. Here is how the emphasis shifts across four common role types.
| Role Type | Days 1-30 Focus | Days 31-60 Focus | Days 61-90 Focus |
|---|---|---|---|
| Customer-facing (sales, support) | Product knowledge, CRM proficiency, communication standards | Handle accounts independently, resolve complaints solo | Hit quota percentage, train next hire on product, build client relationships |
| Operations / Admin | Process SOPs, tool proficiency, cross-functional contacts | Own recurring processes, identify one inefficiency | Run a process end-to-end independently, document improvements |
| Technical (developer, analyst) | Codebase/system architecture, dev workflow, security protocols | Ship first independent feature or deliverable | Lead a technical project, review peers' work, contribute to architecture decisions |
| Management / Leadership | Meet all direct reports, understand team projects, observe before changing | Run team meetings independently, make first hiring or process decision | Own team OKRs, present results to leadership, resolve one legacy team issue |
For sales-specific goals, the sales onboarding guide provides the complete ramp framework. For management roles, the leadership onboarding guide covers the unique goal-setting needs of new managers.
How to Track Development Goals Without HR Software
Tracking development goals at a growing business does not require a performance management system. It requires a document, a calendar, and consistency.
| Tracking Method | How It Works | Best For |
|---|---|---|
| Shared Google Doc | One document per employee with goals listed by phase, status column updated during check-ins | Companies with 5-20 employees, getting started |
| 30-60-90 day plan template | Structured template with goals, metrics, and review dates built in | Any size, combines goals with the broader onboarding plan |
| HR platform with goal tracking | Goals assigned as tasks within the onboarding workflow, completion tracked automatically | Companies with 15-100 employees, 5+ hires per year |
The critical factor is not the tool but the cadence. Goals that are written down and never reviewed are decoration. Goals that are reviewed weekly in Month 1, biweekly in Months 2-3, and formally assessed at Day 30, 60, and 90 are management tools. Schedule the reviews before the employee starts. Reviews that are not on the calendar do not happen. The HR metrics guide covers how to track the broader people metrics that development goals feed into.
Common Mistakes When Setting Development Goals
Five mistakes appear consistently when growing businesses try to set development goals for the first time. Each one is avoidable.
The meta-mistake: treating development goals as a one-time exercise rather than an ongoing practice. The best time to set development goals is during onboarding. The second-best time is after the 90-day review, when the employee proposes their own goals for the next quarter. Development goals are a habit, not a project. The employee lifecycle guide covers how development fits within the broader employee journey.
Frequently Asked Questions
What are development goals for work?
Development goals for work are specific, measurable objectives that define what an employee should learn, achieve, or improve within a defined timeframe. They cover both hard skills (technical abilities specific to the job) and soft skills (communication, teamwork, problem-solving). Good development goals are actionable, time-bound, and tied to observable outcomes rather than vague aspirations like 'improve performance' or 'get better at communication.'
What are good development goals for work?
Good development goals are specific, measurable, and tied to a deadline. Examples: 'Complete product certification with 85%+ score by Day 30' (measurable, time-bound), 'Lead one client meeting independently by Day 60' (specific, observable), 'Identify and fix one process inefficiency by Day 90' (impact-oriented). Bad examples: 'Get better at my job' (vague), 'Learn everything about the company' (unmeasurable), 'Improve communication' (no deadline, no criteria).
How many development goals should an employee have?
Three to five goals per 30-day phase is the ideal range. This gives enough focus to make meaningful progress without overwhelming the employee. For a 90-day onboarding period, that means 9-15 total goals across three phases: foundation (Days 1-30), growth (Days 31-60), and impact (Days 61-90). Each phase builds on the previous one, so goals naturally increase in complexity and independence.
Who sets development goals for new hires?
The manager sets the initial goals before the employee starts, based on the role requirements and the 30-60-90 day plan. The employee should review and discuss the goals on Day 1 or during the first week. The best outcomes come from co-creation: the manager defines the structure and expectations, the employee adds their perspective on timing and approach. Goals that employees help shape are goals employees actually pursue.
How do development goals differ from performance goals?
Development goals focus on learning and growth: acquiring new skills, building relationships, expanding capabilities. Performance goals focus on output and results: hitting revenue targets, completing projects, meeting quality standards. Both matter during onboarding. A new hire needs development goals (learn the product, build team relationships) and performance goals (handle 3 accounts independently by Day 60). Development goals are about becoming capable. Performance goals are about demonstrating capability.
When should development goals start for new hires?
Development goals should start on Day 1 of onboarding. The employee should receive their first set of goals (covering Days 1-30) before or on their first day. Waiting until a performance review at Month 6 or Month 12 to introduce development goals means the employee spent months without clear direction on what to learn, how to grow, and what success looks like. The onboarding period is the natural starting point.
How do you track development goals at a small company?
A simple approach works for companies with 5-50 employees: write goals in a shared document (Google Doc, one-page plan), review progress during regular check-ins (weekly in Month 1, biweekly in Months 2-3), and formally assess at Day 30, 60, and 90. No special software required. The key is consistency: scheduled reviews that actually happen, documented progress, and honest conversation about what is working and what is not.
What if a new hire is not meeting their development goals?
First, determine whether the goals were realistic. If the employee is struggling because the goals were too ambitious for the timeframe, adjust them. If the goals were appropriate and the employee is still falling behind, the Day 30 review is where you diagnose the cause: insufficient training, unclear expectations, mismatched skills, or motivation issues. Early identification through regular check-ins prevents small gaps from becoming termination-worthy problems.