Treat it as a business case
The people who succeed when asking for a raise rarely rely on needing the money or on how long they have been there. They show the value they bring and what that value is worth in the market. Your manager often has to justify the increase to someone else, so give them the evidence to do it.
Step 1: Pick the right time
Timing can matter as much as the case itself.
Good times to ask:
- Before budgets are set. Many companies plan salaries months before the formal review. Ask your manager when decisions are actually made.
- After a clear win, such as a successful project, a new client or a strong quarter.
- When your role has grown beyond your original job description.
- At your performance review, if you prepare well in advance.
Poor times: just after layoffs or bad results, when your manager is under heavy pressure, or in the middle of a crisis.
Step 2: Research your market value
Find out what people in similar roles earn, adjusted for your experience, industry and city:
- Salary data sites and the salary ranges now shown in many job adverts
- Recruiters, who usually know current rates well
- Professional associations and industry salary surveys
- Trusted colleagues and contacts in similar roles, where it is appropriate to ask
Write down a realistic range. Your request should sit near the top of it, with evidence to back it up.
Step 3: Build your evidence
Collect concrete examples from the past year. Numbers make the strongest case:
- Revenue won, money saved or costs cut
- Projects delivered, and their results
- Processes you improved, and the time they saved
- Extra responsibilities you have taken on, such as managing people, training others or covering a vacant role
- Positive feedback from clients, colleagues or senior leaders
Keep a running "wins" document through the year. It makes this step easy and helps at review time too.
Step 4: Decide your number and your alternatives
- Choose a specific figure. "A raise" is easy to answer with a small one.
- Know your minimum, the figure below which you would start looking elsewhere.
- Prepare non-salary alternatives in case the budget is genuinely fixed: a title change, bonus, extra leave, flexible working, training or a firm review date.
Step 5: Ask for the meeting
Keep the request short and professional:
"Hi Sana, could we set aside 30 minutes next week to discuss my role and compensation? I'd like to share some of the results from this year and talk about the next step."
That gives your manager time to prepare, and possibly to check the budget, which helps you.
Step 6: Have the conversation
A simple structure:
- Open with your commitment and the purpose. "I enjoy this role and want to keep growing here. I'd like to talk about my salary."
- Present the evidence. "Over the last year I led the onboarding redesign, which cut setup time by 40%, and took on managing our two newest hires."
- Bring in the market. "Based on my research, the typical range for this role in our city is X to Y."
- Make the ask. "I'd like to request an increase to [specific figure]."
- Stop and listen. Let the silence work. Do not talk yourself down.
Stay calm and factual. Avoid comparing yourself with named colleagues, and avoid ultimatums unless you are ready to follow through.
Step 7: Handle the response
If the answer is yes: thank them, confirm the figure and the start date, and follow up in writing.
If the answer is "not now": ask what would need to happen.
"I understand. What specifically would I need to show, and by when, for this to be approved?"
Agree clear goals and a date to revisit, and confirm them by email.
If the answer is no: ask for the reasoning, consider the non-salary alternatives, and decide calmly whether the role still fits your goals. Sometimes the best raise is a new job. Our guide to writing an ATS-friendly resume will help if you decide to look.
Common mistakes
- Asking with no preparation or numbers
- Making it about personal expenses rather than your value
- Accepting the first counter-offer without thinking it through
- Threatening to leave without a real alternative
- Waiting for the annual review when the budget has already been set
A short checklist
- I know when salary decisions are made.
- I have market data for my role and location.
- I have three to five concrete achievements, with numbers.
- I have a specific figure and a minimum.
- I have non-salary alternatives ready.
- I will confirm the outcome in writing.