How to Ask for a Raise: Timing, Evidence and What to Say

Many people wait for a raise to be offered. Sometimes that works, but pay decisions are often made by people who are busy and who may not know the full scope of what you do. A well-prepared request, made at a good time, gives your manager what they need to support you. It also gives you a clearer picture of how you are valued.

This guide covers preparation, timing, wording and what to do next. It gives general advice, not a guarantee, because outcomes depend on your employer, your results and the market.

Step 1: Decide whether to ask now

Good reasons to ask:

• You have taken on more responsibility or a bigger scope than your role describes.
• You have delivered clear results since your last pay change.
• Your pay is below the market range for your role and experience.
• A review or budget cycle is coming up.

Weaker reasons include personal expenses alone, or comparing yourself to colleagues without knowing their full situation. Those may be real, but they are harder for a manager to act on than evidence about your work.

Step 2: Research the market

Collect a realistic range from several independent sources: job postings that state a range, salary surveys from reputable providers, peers and recruiters. Adjust for your experience, skills, city and company size. Decide on three figures: the number you will ask for, a figure you would be happy with, and the lowest you would accept before looking at other options.

Step 3: Build your case

Write a short, factual summary with:

• What you were hired to do and how your role has grown.
• Results since your last review: projects delivered, problems solved, costs saved, revenue supported, customers helped. Use numbers where you can verify them.
• Extra responsibilities you took on, such as mentoring, training others or covering a colleague's work.
• Feedback from managers, clients or colleagues, if you have it in writing.
• Market data: the range you found for similar roles.

Keep it to one page. This is a prompt for a conversation, not a legal argument.

Step 4: Choose the right moment

• Book a specific meeting rather than raising it in passing. A message like "Could we find 30 minutes to talk about my role and compensation?" gives your manager time to prepare.
• Pick a calm period. Avoid the middle of a deadline crunch or a difficult quarter.
• Do it in person or on video if you can, rather than in writing.

Step 5: What to say

Open with appreciation and your goal, then give your case and a number.

"Thank you for making time. I have enjoyed working on [projects] and I want to continue growing here. Since [date], I have [main results] and taken on [extra responsibilities]. Based on this and on what I see for similar roles, which is a range of [X] to [Y], I would like to discuss moving my compensation to [figure]. How do you see that?"

Then stop talking and listen. Silence is fine; let your manager respond.

Step 6: Handle the response

• If the answer is yes: ask when it will take effect and thank them. Ask for confirmation in writing.
• If the answer is "let me check": agree on a date to follow up.
• If the answer is "not now": ask what you would need to show, and when the question can be reviewed, so you leave with a plan rather than a vague no.
• If the answer is no: ask what the reason is, and whether other parts of your package can change, such as a title, extra leave, flexible hours, training budget or a different review date.

Stay professional even if you are disappointed. How you respond will shape the next conversation.

If the answer stays no

Think calmly about your options. You can set a time to revisit the conversation with a clear list of goals. You can also look at the market to see how your pay compares, and prepare your resume in case you decide to move. Our free ATS resume check helps you tighten your resume first, and our guide to negotiating salary explains how to compare offers if you get one.

Common mistakes

• Asking without evidence, or only because someone else earns more.
• Making ultimatums or threatening to leave when you do not mean it.
• Discussing your request with many colleagues before your manager.
• Bringing it up in a hurry, such as in a hallway.
• Naming a figure that is not connected to the market or your results.
• Not following up in writing.

Checklist before the meeting

• I know the market range for my role and have two or three sources.
• I have a one-page summary of results and added responsibilities.
• I have a target figure, a happy figure and a minimum.
• I have practised what I will say out loud.
• I have a plan for what I will do if the answer is no.

If you also want to understand how your pay is built, read our guide on CTC and in-hand salary.