Most people who deserve a raise never get one for a simple reason: they never ask. They wait for a manager to notice, hope the annual review brings good news, and quietly start browsing job ads when it doesn’t. The people who do get raises usually aren’t better at their jobs. They are better prepared for one fifteen-minute conversation.
This guide breaks down how to ask for a raise step by step: when to raise it, how to find a defensible number, what to actually say, and what to do if the first answer is no. It is written for salaried employees at small and mid-sized companies, where pay decisions are often more flexible than people assume. If you manage a team yourself, our guide to running a 15-minute daily stand-up covers the other side of good workplace communication.
In this article
- Step 1: Pick the Right Moment
- Step 2: Research Your Market Rate
- Step 3: Build Your Evidence File
- Step 4: Decide Your Number and Your Floor
- Step 5: Use a Simple Script in the Meeting
- Step 6: Handle the Common Responses
- Step 7: Follow Up in Writing
- Mistakes That Sink Raise Requests
- What If You Work for a Very Small Business?
- Frequently Asked Questions
- The Bottom Line
Step 1: Pick the Right Moment
Timing does a lot of the work. The same request can land very differently depending on when you make it.
Also readHow to Run a 15-Minute Daily Stand-Up That Your Team Won’t Hate
Good moments to ask:
- Two to three months before budgets are set. Many companies plan salaries in the fourth quarter. If you ask after the budget is locked, even a supportive manager may have nothing to give.
- Right after a visible win. You closed a large account, shipped a project early or fixed a problem that was costing money. Your value is fresh in everyone’s mind.
- When your role has grown. You took over a departed colleague’s work, started managing people or picked up a new responsibility that wasn’t in your original job description.
Moments to avoid: the week of layoffs, the day after a missed target, or a Friday afternoon when your manager is mentally gone. Ask for a dedicated meeting rather than tacking it onto the end of a routine check-in.
Step 2: Research Your Market Rate
“I’d like more money” is a wish. “The market rate for this role is X, and here’s why I’m at the top of that range” is a business case. You need a number grounded in data.
Start with neutral sources. The U.S. Bureau of Labor Statistics’ Occupational Outlook Handbook lists median pay for hundreds of occupations, which gives you a baseline that nobody can call biased. Then add:
- Salary ranges in current job listings for the same title in your city (many states now require employers to publish them)
- Salary survey data from professional associations in your field
- Quiet conversations with peers at other companies or recruiters who place people in your role
Write down a range, not a single figure. Your target should sit near the top of what the data supports for someone with your experience and results.
Step 3: Build Your Evidence File
Managers rarely have the final say on pay. Your manager often has to take your request to their own boss or to HR, so give them ammunition they can forward. A one-page summary works well.
Include:
- Results with numbers: revenue generated, costs saved, hours cut, customer scores improved, deadlines beaten.
- Scope changes: new responsibilities, people you now train or manage, systems you own.
- Praise on record: emails from clients or senior leaders recognising your work.
- What’s next: two or three things you plan to deliver in the coming year.
Keep it factual and short. The goal is to make a “yes” easy to justify upward, not to impress with length.
Step 4: Decide Your Number and Your Floor
Before the meeting, settle three figures privately:
| Figure | What it means |
|---|---|
| Ask | The number you open with, near the top of the market range |
| Target | What you would be genuinely happy with |
| Floor | The lowest outcome you would accept without starting a job search |
Opening slightly above your target leaves room for negotiation without looking unreasonable. Never reveal your floor.
Step 5: Use a Simple Script in the Meeting
Nerves make people ramble, apologise or over-explain. A short structure keeps you on track. Here is wording you can adapt:
“Thanks for making time. I want to talk about my compensation. Over the past year I’ve [two or three concrete results]. My role has also grown to include [new responsibility]. Based on market data for this role and the results I’ve delivered, I’m asking to move my salary to [ask]. I’d like to know what it would take to make that happen.”
Then stop talking. Silence feels uncomfortable, but it gives your manager space to respond instead of you negotiating against yourself.
A few rules for the conversation:
- Talk about your value, not your personal expenses. Rent going up is real, but it isn’t the company’s problem to solve.
- Don’t threaten to leave unless you have an offer and are prepared to go.
- Stay friendly. You are solving a problem together, not fighting.
Step 6: Handle the Common Responses
“Let me think about it” or “I need to check with HR”
This is normal and often a good sign. Ask when you can expect an answer and offer to send your one-page summary. Follow up politely on that date.
“There’s no budget right now”
Ask two questions: when the next budget cycle is, and whether you can agree today on what a raise would depend on. Get that agreement in an email. You can also ask about things that cost less upfront, such as a title change, an extra week of leave, training budget, remote days or a performance bonus tied to a specific target.
“You’re already paid at the top of the band”
Ask what the next band requires. This turns a dead end into a promotion conversation with clear criteria.
A flat no
Ask what you would need to achieve to earn a raise in six months, then write it down together. If no clear path exists, that is useful information about your future at the company.
Step 7: Follow Up in Writing
Whatever the outcome, send a short email the same day summarising what was agreed: the number, the timeline, or the criteria for a future review. This protects you if your manager changes jobs, and it quietly signals that you take the agreement seriously.
Keep that email with your own records. Clear documentation helps in any workplace disagreement, a point our guide to legal mistakes that cost small businesses thousands makes from the employer’s side.
Mistakes That Sink Raise Requests
- Asking by email or chat. Pay conversations deserve a real meeting, even a video call.
- Comparing yourself to a named colleague. It puts your manager in an awkward spot and rarely helps.
- Accepting the first counteroffer instantly. It’s fine to say you’d like a day to think it over.
- Bluffing about another offer. If it’s called, you lose credibility and leverage at once.
- Waiting for the annual review. By then, the decision is often already made.
What If You Work for a Very Small Business?
In a company of five or ten people, the owner often sets pay personally and money is tighter. The same principles apply, but tie your request more directly to the company’s results. Show how your work brought in revenue or freed up the owner’s time. Owners of small firms usually respond better to “here is what I made possible” than to market salary data alone.
Frequently Asked Questions
How much of a raise should I ask for?
Base it on market data and your results. Many people aim for an increase that brings them in line with the market rate for their role and experience, which may be more than a standard annual adjustment if you are underpaid.
How often can I ask for a raise?
Once a year is typical. Asking again sooner makes sense if your responsibilities change significantly or you agreed on a six-month review.
Should I mention a job offer from another company?
Only if it’s real and you would genuinely accept it. Used carefully, a competing offer can speed up a decision, but it can also change how your employer sees your commitment.
Is it better to ask in person or on a video call?
Either works. What matters is a scheduled, private conversation where you have your manager’s full attention.
The Bottom Line
Getting a raise is less about confidence and more about preparation. Ask at the right time, back your number with market data, bring a one-page record of your results, use a short script, and get the outcome in writing. Even if the answer is “not yet”, you leave with a clear path instead of another year of waiting. For more practical career and management guides, browse our Leadership & Management section.
