Track organization goals

What this achieves

Organization goals record what the company is trying to achieve, at which level, over which period, and how you will know whether it happened. Goals nest, so a department goal can sit beneath the company goal it contributes to.

Required role: Administrator.

Steps

Go to Performance → Insights → Org Goals.
Select Create Goal.
Enter the Title and choose the Type and Level.
Choose the Owner, and a Parent goal if this goal contributes to another.
Enter the Period, the Start date, and the Target date.
Add each measure under Metrics, giving its Name, Target, Current, and Unit.
Optionally attach Linked skills and Linked competencies.
Select Create goal.

Type and level

Option	Description
OKR	An objective with measurable key results.
KPI	An ongoing indicator you hold to a target.
Initiative	A strategic piece of work rather than a recurring measure.

Option	Description
Company	Applies to the whole company.
Business Unit	Applies to one business unit.
Department	Applies to one department.

Example: HC Corp sets a company OKR to raise workforce readiness, with a department goal beneath it owned by Olivia Bennett for Engineering. The department goal names Engineering’s contribution; the company goal is what it rolls up to.

The period is what groups goals together

The Period is free text and it is how goals are grouped and compared. Whatever convention you choose, use the same string on every goal for that period, because a goal typed differently will not appear alongside its siblings.

Example: use FY2026 on every HC Corp goal for the year. FY 2026 and FY2026 are two different periods as far as the screen is concerned, and goals will split across them.

The hierarchy view requires a period before it will draw anything, because a hierarchy without a period would span years.

Two views

Option	Description
Hierarchy view	Goals nested under their parents for one period, each showing status, metrics met out of total, and progress.
List view	A flat table with Title, Type, Level, Owner, Status, Progress, and Period.

Filters for Period, Level, Status, and Type apply to both, and Clear resets them.

Metrics are what make a goal readable

Each metric carries a target, a current value, and a unit. The goal reports how many metrics are met out of the total.

A metric counts as met when its current value has reached or passed its target. A metric with no target set does not count towards the met total, so leaving a target blank quietly removes that metric from the count.

Example: a readiness goal at HC Corp with a target of 80 and a current value of 74 is not met. When the current value reaches 80 it is, and the goal’s metrics-met count moves from two out of three to three out of three.

Status is recorded, not calculated

This is the point that changes how you read the screen. On Track, At Risk, Behind, Completed, and Cancelled are set by a person on the goal, using the buttons on the goal’s own page. Nothing derives the status from the metrics.

So a goal can show On Track with every metric behind target, because the status is somebody’s judgement recorded at some point and not a live assessment. Read the metrics alongside the status, and expect status to go stale if nobody maintains it.

Example: if a goal at HC Corp was marked On Track in April and nobody has touched it since, it still says On Track in July. The metrics tell you whether that is still true.

What can be changed later

Editing a goal from its own page covers the Title, Description, Period, Start, and Target. The owner, the type, the level, and the list of metrics cannot be changed there.

Plan those four before you create the goal, because correcting them means recreating the goal.

Deleting a goal does not delete the goals beneath it. Sub-goals survive their parent, so a deleted parent leaves its children in place without a parent.

What happens next

Company goals appear on the executive dashboard, counted as on track, at risk, or behind, which is where leadership meets them. Goals linked to skills and competencies connect the objective to the capability work underneath it, so a readiness goal points at the skills that would move it.