Asking for a raise means formally requesting a salary increase from your employer, backed by evidence of your value and delivered at a moment when the request is likely to land well. Done right, it is a short, structured conversation: you state what you want, why you deserve it, and what specific number or range would satisfy the request. This guide covers when to ask, how to prepare, and what to actually say.
When to Ask
Timing affects outcome as much as content does. A well-prepared case delivered at the wrong moment can still fail, while even a modest case can succeed if the timing is right.
Good moments to ask
- After a clear win. You closed a big deal, shipped a project ahead of schedule, or solved a problem that was costing the company money. Ask while the achievement is still fresh, not months later.
- During performance review season. Many companies budget for raises around annual or semi-annual reviews. Asking during this window means your request fits into a process managers already expect.
- When your responsibilities have expanded. If you have taken on tasks that were not part of your original role — managing people, owning a new function, covering for a departed colleague — that is a natural trigger for a pay conversation.
- Before you have committed to leaving. If you are seriously weighing another job offer, it is often better to raise the issue before accepting anything, rather than using an offer as a threat.
Moments to avoid
- Right after a layoff or budget cut. Even a strong case can be dismissed if the company has just announced financial strain.
- Immediately after a mistake. Wait until you have re-established a track record of good work.
- In the middle of an unrelated crisis. If your manager is dealing with an urgent deadline or a difficult situation, your request will get less attention than it deserves.
How to Prepare
Preparation is where most of the real work happens. The conversation itself should be short because the groundwork has already been done.
Research your market value
Look at salary data for your role, industry, location, and experience level. Sources include industry salary surveys, recruiter conversations, and postings for similar roles at comparable companies. You do not need an exact figure — a realistic range is enough to anchor your request and show you have done homework rather than picked a number at random.
Document your contributions
Build a short list of specific accomplishments since your last raise or review. Favor concrete outcomes over general effort. Compare these two statements:
- Weak: “I’ve worked really hard this year and taken on a lot.”
- Strong: “I redesigned the onboarding process, which cut new-client setup time from three weeks to one. I also took over the reporting that used to go to my manager, and I trained two new hires.”
The second version gives your manager something to repeat upward when they advocate for your raise internally — because in most companies, your manager still has to justify the increase to someone else.
Decide on a number
Come with a specific figure or a narrow range, not a vague request to “make more.” A number signals that you have thought it through. If you are unsure what to ask for, aim slightly above your target so there is room to negotiate down without ending below what you actually wanted.
Anticipate objections
Think through what your manager might say: budget constraints, timing, or comparisons with other team members. You do not need a rebuttal for every possible objection, but having thought about the most likely one keeps you from being caught off guard.
How to Ask
Request the conversation separately
Do not spring the request in a hallway or at the end of an unrelated meeting. Ask for dedicated time, either by scheduling a short meeting or raising it clearly at the start of a one-on-one:
“Do you have 20 minutes this week to talk about my compensation? I’d like to walk through what I’ve been working on and discuss where my salary stands.”
This gives your manager time to prepare rather than react on the spot, which usually leads to a more thoughtful response.
Open with your case, not your ask
Start by summarizing your contributions, then move to the request. Leading with the number before the manager understands the reasoning can make the conversation feel transactional rather than earned.
“Over the past year I’ve taken on [specific responsibility], delivered [specific result], and [specific result]. Based on that, and on what similar roles are paying in the market, I’d like to talk about increasing my salary to [target number].”
State the number directly
Once you have made the case, say the number plainly. Hedging or apologizing for asking weakens the request:
- Weak: “I was sort of hoping maybe we could look at possibly adjusting my pay a little?”
- Strong: “Based on my contributions and current market rates, I’d like to move to $X.”
Handle common responses
If the manager says they need to check with someone else: Ask for a timeline. “That makes sense. Could we set a date to follow up, so I know when to expect an answer?”
If the answer is no right now: Ask what would need to change for the answer to be yes. “I understand. What would you want to see from me over the next few months for this to be possible then?” This turns a rejection into a concrete plan rather than a dead end.
If the offer is lower than requested: Decide in advance what you would accept. You can counter once — “I appreciate that. Would [a number between the offer and your ask] work instead?” — but avoid turning the conversation into repeated back-and-forth negotiation, which can come across as pushing past a genuine limit.
What Not to Do
- Don’t frame the request around personal financial need. A raise reflects the value of your work to the company, not your rent or bills. Personal circumstances rarely factor into how a manager justifies a raise internally.
- Don’t compare your pay to a specific coworker’s. It puts the manager in an awkward position and can come across as an accusation rather than a case for your own value.
- Don’t issue an ultimatum you are not prepared to follow through on. Threatening to quit without a real backup plan can damage trust even if it works once.
- Don’t apologize repeatedly during the ask. A single respectful framing is enough; over-apologizing undercuts the substance of your case.
Conclusion
A successful raise request combines three things: asking at a moment when the company and your manager are receptive, arriving with a clear and specific case built on real contributions, and stating a direct number rather than a vague hope. The conversation itself should be brief because the real work — research, documentation, and planning for objections — happens beforehand. Whatever the immediate answer, treating the request as a normal, professional conversation rather than an emotional appeal gives it the best chance of succeeding, now or the next time you ask.