Start with whether a raise is the right request
A raise is an increase in pay for staying in your current role. It differs from a promotion, which usually brings a new title and greater responsibility. Sometimes the two arrive together, but they are often separate decisions made through different processes. Before you ask, work out which you actually want. If your goal is a bigger role, the better conversation may be about earning promotions, not about pay alone.
It also helps to learn how raises work where you are. Some organizations review pay once a year on a fixed schedule. Others make adjustments at managers’ discretion. Understanding the process tells you when to ask and who actually decides.
Build the case
Employers generally respond to evidence tied to the work. Gather:
- Results. What have you delivered since your last pay change? Projects completed, problems solved, responsibilities you have taken on.
- Growth in scope. Are you doing work beyond your original description? Mentoring newer colleagues, handling more clients, covering for a gap?
- Feedback. Praise from colleagues, customers or leaders, and strong performance reviews.
- Market context. What do similar roles typically pay in your area? Use general sources and treat figures as approximate. Basic pay research with several sources keeps this grounded.
A brag file makes this far easier. If you have kept notes throughout the year, you can pull specifics instead of relying on memory. Without one, spend an hour reviewing emails, project records and previous feedback.
Decide what you will ask for
Choose a specific figure or a narrow range, and be ready to explain how you reached it. Asking for a precise percentage or amount signals preparation. Vague requests such as “more money” are harder for a manager to act on. Pay increases at many organizations are limited by budgets or bands, so a very large request may need approval from several levels or may not be possible at all. It is generally sensible to be ambitious but realistic.
Also decide what you would accept in place of, or in addition to, a raise. A title change, extra time off, or support for training could be options if the budget is tight, and these non-salary benefits can be worth discussing.
Choose your moment
Good moments include just after a significant success, during a performance review, or ahead of a budget cycle. Weaker moments are during a company-wide cost-cutting period, a crisis, or a week when your manager is clearly overwhelmed. If you do not know when budgets are set, you can ask your manager, “When are pay decisions typically made?”
Request a dedicated meeting instead of ambushing someone in a hallway. A short message such as “I would like to discuss my compensation and career growth. Could we set aside thirty minutes?” signals that the topic is serious and gives your manager time to prepare.
Run the conversation
A simple structure works well:
- Open with appreciation and your commitment. Mention what you value about the work and team.
- Summarize your contributions. Give two or three concrete examples.
- Make the request. State your figure or range and connect it to your contributions and the role’s market value.
- Pause and listen. Let your manager respond without rushing to fill the silence.
Stay factual. Avoid comparing yourself to named colleagues or threatening to leave unless you genuinely intend to follow through, since that can damage trust. Treat the meeting as one of the difficult conversations at work: stay calm, specific and respectful. Practicing aloud with a friend or mentor beforehand helps, and so does building career confidence over time.
Possible responses
Yes. Ask when the change takes effect and get it confirmed in writing. Thank your manager.
Yes, but less than you asked. Consider whether it is acceptable, and whether other items might close the gap. It is fine to ask for time to think.
Not now. Ask what would need to happen for a raise to be possible and when the topic can be revisited. Request specific, measurable goals, and ask for a follow-up date. Write down what was agreed.
No. Ask for the reasons if they have not been given. Sometimes the answer is a budget limit, and sometimes it is about performance or role level. Either way, the feedback is useful. If you feel your situation is not improving over time, it may be worth considering whether it is time to look at leaving a job, though that is a significant decision that deserves careful thought.
None of these outcomes can be guaranteed, and a no is not necessarily a comment on your worth.
Follow up
After the meeting, send a brief note thanking your manager and summarizing what was discussed and any next steps. This creates a record and keeps the conversation moving. If you agreed to specific goals, track your progress, and bring the evidence back at the agreed time.