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The conversation · Lesson 8 of 10

Asking for a Raise in Your Current Job

Learn when to ask for a raise, how to build a case your manager can check, and what to say in a meeting just for pay.

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THE WRITTEN LESSONFollow along at your pace

Asking for a raise in the job you already have is different from negotiating a new offer. You know the people, and they know your work. This lesson shows you when to ask, what to say, and how to build a case your manager can repeat to others.

Learn how pay is set

Start by learning how pay works where you are. Ask your manager or HR: when is pay reviewed, who decides, and is there a pay range for my role?

Then ask before budgets are fixed. If you wait until the review meeting, the money may already be spoken for.

Three question chips read When is pay reviewed, Who decides and Is there a range. Two calendars are labelled Budgets set and Review meeting, with a note that it is too late once the money is spoken for. A green dashed arrow labelled Ask here points at the budgets calendar.(opens the full-size picture)
Ask here, before the budgets are set.

What an ordinary raise looks like

It helps to know what an ordinary raise looks like. In recent surveys of companies in the US, planned raise budgets averaged around 3.5% a year.

Treat the average as an ordinary year, not a limit. A bigger request needs a stronger case.

A short dark bar labelled Average planned raise, About 3.5% a year, beside a taller yellow bar labelled Bigger ask. A clipboard carries the note Needs a stronger case, and a chip says An ordinary year, not a limit.(opens the full-size picture)
The average is a starting point, not a ceiling.

Build your case on facts

Build your case on facts someone can check: results, new responsibilities, and skills the team relies on. “Took over two client accounts in March” works. “I’ve gone above and beyond” does not.

Keep it about the work, not your personal costs, like rent.

Three cards. Took over two client accounts in March has a green check. I've gone above and beyond and My rent went up are crossed out with red marks. A chip reads Keep it about the work.(opens the full-size picture)
A fact someone can check beats a feeling.

A case your manager can repeat

Your manager may need to explain your raise to someone else. A dated, checkable result is easy to repeat. A general feeling is not.

Book the meeting and lead with your case

Ask for a meeting just for pay, not the last five minutes of something else. Lead with your case, then your figure.

For example: “Since my pay was last set, I’ve taken over the Northside accounts and trained two new hires. Similar roles pay $62,000 to $68,000, and I’d like to ask for $65,000.”

A calendar card reads Pay review, 30 minutes, with a coin stack and the chip Just for pay. A speech bubble holds a Case line about taking over the Northside accounts and training two new hires, then a Figure line asking for $65,000.(opens the full-size picture)
Case first, then the figure.

Outside offers

What about an offer from another company? People who change jobs often see bigger pay rises than people who stay, because a new employer has to beat your current pay. In one large US tracker, job switchers’ pay grew about 5% in a year, against under 4% for people who stayed.

An outside offer shows your market price. Use it as information, not as a threat.

Two bars: Switchers at about 5% in green and Stayers at under 4% in grey, under the note A new employer has to beat your pay. A job offer for $50,000 per year carries the chip Information, not a threat.(opens the full-size picture)
An outside offer is information, not a threat.

After the talk

Afterwards, send a short note of what you discussed or agreed, with figures and dates. And keep a running list of your wins through the year, so next time your case is ready.

An email to My manager begins Thanks for today, to confirm, then lists $65,000 from 1 March and a review again in 6 months. Beside it a notepad titled My wins lists three dated results, and a strip of twelve months has March, June and September marked.(opens the full-size picture)
A short note now, a list of wins all year.

YOUR TURN

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Read the full lesson script

In this lesson, you'll learn how to ask for a raise in the job you have: when to ask, what to say, and how to build a case your manager can repeat to others.

Start by learning how pay works where you are. Ask your manager or HR: when is pay reviewed, who decides, and is there a pay range for my role? Then ask before budgets are fixed. If you wait until the review meeting, the money may already be spoken for.

It helps to know what an ordinary raise looks like. In recent surveys of companies in the US, planned raise budgets averaged around three and a half percent a year. Treat the average as an ordinary year, not a limit. A bigger request needs a stronger case.

Build your case on facts someone can check: results, new responsibilities, and skills the team relies on. Took over two client accounts in March works. I've gone above and beyond does not. And keep it about the work, not your personal costs, like rent.

Ask for a meeting just for pay, not the last five minutes of something else. Lead with your case, then your figure. Since my pay was last set, I've taken over the Northside accounts and trained two new hires. Similar roles pay sixty-two to sixty-eight thousand, and I'd like to ask for sixty-five thousand.

What about an offer from another company? People who change jobs often see bigger pay rises than people who stay, because a new employer has to beat your current pay. In one large US tracker, job switchers' pay grew about five percent in a year, against under four percent for people who stayed. An outside offer shows your market price. Use it as information, not as a threat.

Afterwards, send a short note of what you discussed or agreed, with figures and dates. And keep a running list of your wins through the year, so next time your case is ready.

So remember: learn when pay is set, and ask before budgets are fixed. Build your case on results someone can check. And give your case first, then your figure. Before the next lesson, write three results from the past year, each with a fact or a number. Next, you'll learn how to handle a no.