How to Ask for a Raise: The Complete Playbook

Asking for a raise is uncomfortable. But here's what's more uncomfortable: doing the same work for less than you're worth, year after year.

The people who get raises aren't necessarily the hardest workers. They're the ones who build a compelling case, pick the right moment, and ask with confidence. This guide shows you how to do all three.

Step 1: Know Your Market Value

Before you walk into any conversation about money, you need data. Not feelings. Not anecdotes from friends. Actual market compensation data for your role, location, and experience level.

Check Glassdoor, Payscale, Levels.fyi (for tech), LinkedIn Salary Insights, and industry salary surveys. Look at the 50th percentile (median) and 75th percentile for your specific title, city, and years of experience.

If your current salary is below the 50th percentile, you have a strong market-based argument. If you're between the 50th and 75th, you can still make a case based on performance. If you're above the 75th, focus on promotion or role expansion rather than a raise.

Step 2: Document Your Accomplishments

Your manager likely has 5-15 direct reports. They're busy. They don't have a detailed mental ledger of everything you've done in the past year. It's your job to remind them.

Make a list of your key accomplishments since your last raise or review. Focus on things that are quantifiable: revenue generated, costs saved, projects completed, efficiency improved, problems solved. If you can attach a dollar figure or percentage to it, do it.

Also note any responsibilities you've taken on beyond your job description. Managing an intern, leading a project, covering for a colleague on leave — these all demonstrate that your role has expanded beyond what your current salary reflects.

The goal is to make the case that your compensation hasn't kept pace with your contributions. That's a fair, professional argument that resonates with managers and HR.

Step 3: Pick the Right Timing

Timing can make or break a raise request. There are right moments and wrong moments to ask.

Good times to ask: after a successful project launch or big win, during performance review season (but before budgets are finalized), after receiving positive feedback or a client compliment, when you've just taken on significant new responsibilities, and when the company is doing well financially.

Bad times to ask: right after the company announced layoffs or poor earnings, during a crisis or major deadline, when your manager is visibly stressed or dealing with their own issues, or right after a mistake or negative feedback.

If you're not sure about timing, a good default is 1-2 months before your annual review. This gives your manager time to plan and advocate for you in budget discussions.

Step 4: Set Up the Conversation

Don't ambush your manager. Schedule a dedicated meeting and be transparent about the topic. This gives them time to prepare (and mentally adjust to the conversation), and it shows you're treating this professionally.

Here's what to say when setting up the meeting:

"Hi [Manager], I'd love to schedule 20-30 minutes to discuss my role and compensation. I've been reflecting on my contributions and growth over the past year, and I'd value the chance to have that conversation with you. Would [day/time] work?"

Short, professional, and clear. Don't overthink it.

Step 5: Have the Conversation

This is the part everyone dreads. But with preparation, it becomes a structured conversation, not an awkward plea. Here's the framework:

Open with context (30 seconds): "Thanks for taking the time. I've been thinking about my role here and how it's evolved, and I wanted to have an open conversation about my compensation."

Present your case (2-3 minutes): Walk through your accomplishments, expanded responsibilities, and market data. Keep it concise and factual. Don't ramble.

Make the specific ask (10 seconds): "Based on all of this, I'd like to discuss adjusting my salary to $[specific number]." One number. Not a range.

Then stop talking. Seriously. Let them respond. The silence might feel uncomfortable, but it gives them space to process and respond thoughtfully.

Step 6: Handle Objections

Expect pushback — it doesn't mean no. Here's how to handle the most common objections:

"The budget is tight right now." Respond: "I understand budget constraints. Could we set a specific timeline to revisit — say in 3 months? I'd also be open to discussing a one-time bonus or other adjustments in the meantime."

"Let's wait until your next review." Respond: "I appreciate that. Could we agree on specific goals or milestones that, if met by review time, would support the adjustment I'm asking for? I want to make sure we're aligned on what success looks like."

"We need to keep things equitable across the team." Respond: "I respect that. I'm asking based on my individual market value and contributions, and I trust you to evaluate that fairly. I've taken on [specific responsibilities] that may differentiate my situation."

"I need to check with HR." This is actually a positive sign — it means they're not saying no, they're saying they need to make it happen. Respond: "Of course. Is there anything I can provide to support the conversation — a summary of my contributions or market data?"

Step 7: Follow Up

After the conversation, send a brief follow-up email thanking your manager for the discussion and summarizing any next steps or timelines that were agreed upon. This creates a paper trail and shows professionalism.

If they said they need time, give them the time they asked for — then follow up on the agreed date. Don't nag, but don't let it drop either.

What If They Say No?

A "no" to a raise isn't a "no" to your career. First, ask for clarity: "Can you help me understand what would need to change for this to be possible?" This turns a rejection into a roadmap.

Second, negotiate alternatives. A title change, additional PTO, remote work flexibility, a professional development budget, or a guaranteed review timeline can all be valuable even without a salary increase.

Third, if you've been consistently underpaid and the company can't (or won't) adjust, it may be time to explore external opportunities. Sometimes the best raise is the one that comes from a new offer — either to leverage internally or to make a move.

The Bottom Line

Asking for a raise isn't greedy. It's professional self-advocacy. Companies set salaries based on what they think they need to pay — not what you're worth. It's your job to close that gap.

The people who earn the most over their careers aren't just skilled — they're skilled at communicating their value. Start today.