📋 Contents
- What a strong raise case is built on
- Know which kind of raise you are asking for
- Gathering the evidence
- Timing: when to ask
- Deciding what to ask for
- Scripts: opening the conversation
- Asking for a raise by email: a template
- Scripts: responding to common answers
- Handling "not now"
- Mistakes that weaken a raise request
PART 1
What a strong raise case is built on
Managers usually need to justify a raise to someone else: their own manager, HR, or a budget owner. Your job is to give them the material for that conversation. The strongest cases rest on three things.
| Pillar | Question it answers | Evidence |
|---|---|---|
| Results | What have you delivered? | Outcomes against goals, problems solved, impact on the business |
| Scope | Has your role grown? | New responsibilities, larger projects, people you now lead or train |
| Market | What is the role worth? | Ranges for similar roles from reputable salary sources and job postings |
Reasons like "my rent went up" or "I’ve been here three years" are real for you, but they do not give your manager anything to argue with. Keep the case about value.
PART 2
Know which kind of raise you are asking for
Companies tend to move pay through a few distinct channels, each with its own budget and decision-makers. Naming the right one makes your request easier to route.
| Type | What it usually is | What your case should stress |
|---|---|---|
| Merit increase | The annual adjustment tied to your rating, usually from a fixed pool set each cycle | Your results and rating; get your evidence in before calibration |
| Promotion increase | A raise that comes with moving up a level or title, often into a higher pay band | That you are already doing the next level’s work, mapped to the leveling guide |
| Market (equity) adjustment | An off-cycle correction when your pay has fallen behind the market or behind peers in the same role | Market data for your role, level and location, plus your current scope |
| Expanded-scope raise | An increase when the job grew substantially without a title change | A before/after of your responsibilities since your last change |
If you are a strong performer stuck at the top of your band, a merit increase may be capped no matter what you do, and a promotion conversation is the real lever. Ask your manager plainly: "Where am I in the range for my level?" Many managers can at least tell you whether you are low, middle or high.
Market research is easier than it used to be, since many job postings now publish a pay range. Compare several postings for the same title, level and location, along with reputable salary surveys, and use a range rather than one cherry-picked figure.
PART 3
Gathering the evidence
☐ Your goals for the last period and what you delivered against each.
☐ Three to five accomplishments with clear results or before → after statements.
☐ Responsibilities you have taken on since your last pay change.
☐ Praise from colleagues, customers or leaders, with dates.
☐ Recent review ratings or written feedback.
☐ Market ranges for your role, level and location from more than one source.
If you keep a running work log or brag document, most of this is already written. If your work is hard to measure, use the techniques in showing impact without numbers.
💡 Show growth since the last change
Compare your role now with your role at your last pay adjustment. "Since my last increase, I have taken over the enterprise accounts and started training new hires" is a clear argument that the job has changed.
PART 4
Timing: when to ask
Good timing makes a yes easier. Ask your manager how and when pay decisions are made at your company; many decide raises in a set cycle, and requests made after budgets are fixed are harder to approve.
- Before the budget cycle, not after. Raise the topic a month or two before decisions are made.
- After a visible win, such as a successful launch or a strong quarter, while it is fresh.
- When your role has grown, for example after taking on a team or a major new area.
- Not in the middle of a crisis for your manager or the company, unless your case is directly tied to solving it.
⚠️ Don’t ambush
Ask for a dedicated meeting and say what it is about. "I’d like to set up time to talk about my compensation" gives your manager a chance to prepare and often leads to a more productive conversation.
PART 5
Deciding what to ask for
Go in with a specific number or range, based on your market research and your results. A specific ask is easier to act on than "I think I deserve more."
✍️ Illustrative framing (example figures only)
If your research shows similar roles pay noticeably above your current salary, and your scope has grown, you might ask for an adjustment to the middle of that range.
If your company typically gives small annual increases, you might frame your ask as "an adjustment beyond the standard increase, reflecting my expanded role," for example a percentage above the usual figure.
Decide in advance the lowest outcome you would be satisfied with, and what non-salary options would also be meaningful: a title change, a defined path to promotion with a target cycle, a one-time bonus, additional equity if your company grants it, a learning budget, more flexibility in where or when you work, or a firm date to revisit.
PART 6
Scripts: opening the conversation
✍️ Requesting the meeting
"I’d like to schedule 30 minutes to talk about my compensation and growth. Would sometime next week work?"
✍️ Making the case
"Thanks for making time. Over the past year I’ve taken on [new scope] and delivered [two or three key results]. For example, [one specific result]. Based on that, and on what similar roles pay, I’d like to discuss an increase to [figure or range]. I’ve put a short summary together that might help if you need to take this to others."
💡 Bring a one-page summary
A short document listing your results, scope changes and market data makes it easy for your manager to advocate for you after the meeting.
PART 7
Asking for a raise by email: a template
On remote teams, or with a manager you rarely see live, the first step often happens in writing. Use email or a direct message to request the conversation and give a preview, then talk on video. Avoid making the entire case in one long message; it is easy to forward without your voice behind it.
✍️ Email template
Subject: Time to discuss my compensation
Hi [Manager],
I’d like to set up 30 minutes in the next week or two to talk about my compensation. Since my last adjustment in [month/year], I’ve taken on [new scope] and delivered [one or two headline results].
I’ve put together a short summary of my results and market data for similar roles that I’ll share before we meet. I know [merit planning / budget decisions] typically happen in [period], so I wanted to raise this ahead of that.
Would [two time options] work?
Thanks, [Name]
PART 8
Scripts: responding to common answers
| If they say… | You might say… |
|---|---|
| "Let me think about it." | "Of course. When would be a good time to follow up? Is there anything else that would help your case?" |
| "There’s no budget right now." | "I understand. Can we agree on when budget will be reviewed, and what I’d need to show by then?" |
| "You’re already paid fairly." | "Could you share how my pay was benchmarked? The ranges I found for this role were higher, and I’d like to understand the difference." |
| "You need to do more first." | "That’s helpful. What specifically would you need to see, and by when, for this to be a yes?" |
| "Yes, but less than you asked." | "Thank you. Could we also agree on a review in six months, or other parts of the package?" |
| "Raises are only decided in the annual cycle." | "Understood. Can we put this on the list for that cycle now, and could a market adjustment be considered if my pay is below range?" |
PART 9
Handling "not now"
"Not now" is common and does not have to be the end. Turn it into a plan with specifics.
Ask what would change the answer
Get concrete criteria: results, responsibilities, or timing.
Agree on a date to revisit
Put a follow-up conversation in the calendar, ideally before the next budget decision.
Confirm in writing
Send a short note summarizing what was agreed. This protects you if your manager changes.
Track progress against the criteria
Log each step toward those criteria, so the next conversation is short and factual.
✍️ Follow-up note
"Thanks for discussing compensation today. My understanding is that we’ll revisit in March, and that leading the partner launch and taking over the regional reporting would support an increase. I’ll keep you updated on both."
PART 10
Mistakes that weaken a raise request
- Comparing yourself with a named colleague’s pay.
- Leading with personal financial needs instead of value.
- Threatening to leave without being prepared to do it.
- Asking with no number or range in mind.
- Raising it for the first time in your annual review, after decisions are made.
- Getting emotional or defensive when the first answer is not yes.
Frequently asked questions
Q. What do you say when asking for a raise?
Name your scope and two or three concrete results, reference market data for the role, and state a specific figure or range: "Based on that, I’d like to discuss an increase to [range]." Then stop and let your manager respond.
Q. When is the best time to ask for a raise?
A month or two before your company sets its compensation budget or merit cycle, ideally after a visible win. Asking after decisions are made is much harder to approve.
Q. How much of a raise should I ask for?
Base it on market ranges for your role and how much your scope has grown. There is no universal percentage; research several sources and choose a specific, defensible figure or range.
Q. Should I mention an outside job offer?
Only if you are genuinely prepared to accept it. Using an offer as leverage can work, but it can also change how your commitment is viewed.
Q. Can I ask for a raise by email?
It is usually better to request a meeting by email and have the conversation in person or on video. Follow up in writing afterward.
Q. What if I was recently hired?
Most people wait until they have a clear track record, often around a year or a full review cycle. An exception is when your role has changed significantly since you were hired.
Q. What if my manager doesn’t control pay?
They usually still influence it. Give them a summary they can forward, and ask who else is involved and when decisions are made.
Q. Should I ask for a promotion instead?
If your scope matches the next level, a promotion may be the better ask, since it changes your title and pay band. Ask your manager what the criteria are.
Q. What if the answer is a clear no with no path?
Ask for feedback, take time to reflect, and consider whether the role still meets your goals. Your evidence remains useful for a future conversation or a job search.
This article is general guidance. Review formats, rating scales and expectations vary by company — check your own company’s guidelines alongside it.
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