Asking for a raise is not begging. It is a business case with a human voice.
This guide is general career information, not legal, employment, tax, financial, union, immigration, or compensation advice. Pay rules vary by country, province, state, employer, contract, collective agreement, pay band, job classification, bonus plan, commission plan, equity plan, public-sector rule, and workplace policy.
If your situation involves unpaid wages, discrimination, retaliation, immigration status tied to your employer, a non-compete or non-solicit clause, a unionized workplace, a formal pay-equity process, or a manager who has punished people for discussing pay, get qualified local advice before treating the issue as a normal negotiation.
A good raise request shows what changed, shows what you contributed, and names the compensation adjustment you want. Then it gives the other person room to respond.
Identify the kind of raise you are asking for: performance, market adjustment, promotion, scope increase, equity correction, retention, or cost-of-living adjustment. Build a short evidence packet with your current responsibilities, added scope, measurable results, feedback, market data, internal pay range if available, and the exact salary, hourly rate, percentage, or range you want. Choose timing that gives your manager room to act, ideally before budget or review decisions are locked. Request a compensation conversation, make the case in three parts, name the number clearly, and pause. If the answer is yes, confirm it in writing. If the answer is no, ask what would need to be true, by what date, for the raise to happen.
UBC's career guidance on offer negotiation says negotiation begins with research, including industry norms and total compensation, and reminds job seekers to think beyond salary to vacation, benefits, moving expenses, flex time, and other terms. The same principle applies inside a job: research first, then script the conversation.
Part One: Know What You Are Actually Asking For
"Can I have a raise?" sounds like one request. It can hide several different business cases.
| Raise type | What it means | Best proof |
|---|---|---|
| Performance raise | You are doing your current job unusually well. | Results, metrics, reviews, feedback. |
| Market adjustment | Your pay is below market for the role. | Government wage data, job postings, salary surveys, recruiter signals. |
| Promotion raise | You are operating at the next level. | Scope, leadership, decision-making, level comparison. |
| Scope increase | Your responsibilities grew but pay did not. | Before-and-after responsibility map. |
| Equity correction | Pay appears unfair compared with substantially similar work. | Internal ranges, comparator evidence, legal or pay-equity process. |
| Retention adjustment | Losing you would create business risk. | Critical knowledge, replacement cost, credible outside opportunity. |
| Cost-of-living adjustment | Pay has not kept pace with living costs. | Inflation data, paired with role value. |
The label matters because the evidence changes. A performance raise says, "My output has earned this." A market adjustment says, "The role is priced higher than my current pay." A promotion raise says, "The job I am doing is no longer the job I was hired into."
Cleaner opening labels
I would like to discuss a market adjustment for my role.
I would like to discuss compensation for the additional scope I have taken on.
I would like to discuss moving my compensation in line with the senior-level responsibilities I am already handling.
Part Two: Run the Raise Readiness Test
A raise conversation can still work with imperfect information, but you should know where the gaps are.
| Question | Green light | Yellow light | Red light |
|---|---|---|---|
| Do I know the raise type? | Yes. | Mostly. | No. |
| Do I have evidence beyond "I work hard"? | Metrics, examples, feedback. | Some examples. | Mostly feelings. |
| Do I know the market range? | Multiple sources. | One source. | No research. |
| Do I know the number I want? | Yes. | Range only. | No. |
| Do I understand the pay cycle? | Yes. | Partly. | No idea. |
| Am I in a union or fixed pay band? | Rules checked. | Unsure. | No idea. |
| Could this be discrimination or retaliation? | No clear sign. | Unsure. | Yes. |
| Can I handle a no professionally? | Yes. | Maybe. | Not today. |
You cannot explain the business case, you do not know what number you want, or you are so angry that the meeting will become a complaint instead of a compensation discussion. Anger can point to a real problem, but it should not run the meeting.
Part Three: Check Whether Your Pay Is Negotiable
Some pay is flexible. Some pay is banded. Some pay is locked by a collective agreement. Some pay is only flexible through a formal review process.
| Pay system | What to check |
|---|---|
| Private company, informal bands | Manager discretion, HR approval, budget timing. |
| Private company, formal bands | Level, band minimum, midpoint, maximum, promotion rules. |
| Public sector | Classification, step, pay scale, reclassification rules. |
| Unionized workplace | Collective agreement, wage steps, acting pay, grievance or reclassification process. |
| Commission role | Base pay, commission formula, accelerators, territory, draw. |
| Bonus-heavy role | Bonus target, payout formula, eligibility, performance criteria. |
| Equity-heavy role | Stock, options, RSUs, vesting, refresh grants, liquidity, tax treatment. |
| Contractor or freelancer | Rate, scope, renewal timing, deliverables, term. |
If your pay is governed by a collective agreement or fixed classification system, your "raise" script may actually be a step placement, classification review, acting pay, reclassification, promotion, or grievance conversation.
Script: ask how pay decisions work
I would like to understand how compensation decisions work for my role. Is pay determined by a formal band, annual review cycle, promotion process, collective agreement, or manager recommendation? I want to prepare the right information and follow the right process.
Part Four: Build the Evidence Packet
The evidence packet should be short enough for a manager to read and strong enough for them to forward to HR or leadership.
| Section | What to include |
|---|---|
| Current role | Title, team, manager, start date, current pay if relevant. |
| Original scope | What you were hired to do. |
| Current scope | What you do now. |
| Results | Metrics, outcomes, completed projects, revenue, savings, quality, speed. |
| Added responsibility | New clients, systems, people, regions, deadlines, risk. |
| Feedback | Performance reviews, stakeholder notes, awards, documented praise. |
| Market data | Salary ranges from credible sources and comparable roles. |
| Internal data | Posted pay bands, job levels, transparent ranges, if available. |
| Ask | Specific salary, hourly rate, percentage, bonus, title, or package. |
| Timing | When you want it effective. |
| Backup options | Bonus, title review, training budget, equity, PTO, remote days, review date. |
I have been working really hard and feel like I deserve more.
Since January, I have taken over weekly client reporting, trained two new hires, reduced unresolved support tickets from 48 to 19, and become the main contact for the West Coast account. My role has expanded beyond the coordinator scope I was hired for, and I would like to discuss adjusting my compensation to reflect that.
Part Five: Turn Work Into Raise Evidence
Managers do not always remember your work accurately. Your job is to make the proof easy to see.
| Category | Examples |
|---|---|
| Revenue | Sales closed, renewals saved, upsells, customer expansion. |
| Savings | Reduced waste, cut vendor cost, automated repeated work. |
| Time | Shortened process, faster response, fewer handoffs. |
| Quality | Error reduction, fewer complaints, better audit results. |
| Volume | More cases, tickets, clients, shipments, reports, calls. |
| Scope | More regions, teams, systems, budgets, stakeholders. |
| Risk | Compliance, safety, security, privacy, incident reduction. |
| Leadership | Training, mentoring, project ownership, cross-team coordination. |
| Reliability | Critical coverage, deadlines met, incident response. |
| Expertise | New tool, certification, specialized knowledge, process ownership. |
| Area | When hired | Now |
|---|---|---|
| Reporting | Monthly spreadsheet updates. | Own weekly dashboard and leadership summary. |
| Client contact | Occasional email responses. | Main contact for 12 active clients. |
| Team support | No training duties. | Train and onboard new hires. |
| Systems | Use existing CRM. | Built CRM cleanup process. |
| Decision-making | Escalate most issues. | Resolve standard exceptions independently. |
This table works because it shows scope creep without drama. You are not saying, "I do everything." You are saying, "The job changed. Here is the map."
Part Six: Research the Market Number
Market data is not a magic answer. It is a compass. For Canadian roles, Job Bank wage reports let readers compare wages for occupations in different parts of Canada. For U.S. roles, CareerOneStop's Salary Finder provides salary information for more than 800 occupations and uses U.S. Bureau of Labor Statistics Occupational Employment and Wage Statistics data. BLS says the OEWS program produces annual employment and wage estimates for about 830 occupations across national, state, metropolitan, nonmetropolitan, and industry levels.
| Source | Use | Caution |
|---|---|---|
| Government wage data | Baseline market range. | May lag current hiring market. |
| Current job postings | Real employer ranges today. | Some postings use wide ranges. |
| Internal job postings | Company-specific range clues. | May not match your exact level. |
| Pay transparency reports | Internal equity clues where available. | May be aggregated. |
| Recruiter conversations | Live market signal. | Can be biased by the roles they fill. |
| Professional associations | Industry-specific data. | Membership sample may skew senior. |
| Trusted peer conversations | Context. | Use respectfully and lawfully. |
| Offer letters | Strong market signal if real and recent. | Only use if you are prepared for retention-risk implications. |
Market research worksheet
Role title: ______________________________
Location or remote market: ______________________________
Comparable titles: ______________________________
Government low / median / high: ______________________________
Current postings: ______________________________
Internal range, if available: ______________________________
My current pay: ______________________________
Reasonable ask: ______________________________
Part Seven: Use Pay Transparency Carefully
Pay transparency can help, but it is not the same everywhere. Some jurisdictions require job postings to include pay ranges. Some protect employees who discuss pay. Some workplaces still react badly even when the law protects the conversation.
British Columbia's Pay Transparency Act requires many public job advertisements to specify expected salary, wage, or range; bars employers from seeking pay history information except when it is publicly accessible; and prohibits reprisals because an employee asks about pay, discloses their pay to another employee or applicant, asks about a pay transparency report, asks the employer to comply, or reports non-compliance.
In the U.S., the NLRB explains that employees covered by the National Labor Relations Act have the right to communicate with coworkers and others about wages, and that policies prohibiting wage discussion can be unlawful.
| Safer use | Riskier use |
|---|---|
| "The posted range for similar roles is $72K to $86K." | "I heard another employee makes $86K and I want that." |
| "Several comparable postings list a higher range." | "Everyone knows this company underpays people." |
| "Can you explain where my role sits in the band?" | "I demand to see everyone's salary." |
| "I want to understand the process for addressing an apparent gap." | "Fix this by Friday or I quit." |
Script: pay range exists
I noticed that comparable roles are currently being posted in the $72K to $86K range. Given my current scope and results, I would like to discuss moving my compensation into that range.
Part Eight: Separate Pay Equity From Normal Negotiation
A normal raise request is about value, market, performance, scope, and budget. A pay-equity or discrimination concern is different. Do not accidentally reduce a legal or policy issue to "I would like a small increase."
The EEOC explains that the Equal Pay Act requires men and women in the same workplace to receive equal pay for equal work, based on job content rather than titles, and that all forms of pay are covered. The EEOC also notes that federal employment discrimination laws prohibit compensation discrimination based on protected characteristics.
| Possible normal raise issue | Possible equity or legal issue |
|---|---|
| You took on more work and want pay to match. | People doing substantially similar work appear paid differently because of sex or another protected ground. |
| Your market data shows the role is underpriced. | A manager discourages only certain workers from asking about pay. |
| You want promotion-level compensation. | You were punished for discussing wages or asking about pay rights. |
| Your annual increase was small. | Similar workers have different titles to justify a pay gap without real job-content differences. |
I would like to understand the company's process for reviewing apparent pay gaps between employees doing substantially similar work. I am not asking for an informal answer today. I would like to know the appropriate HR or formal review path.
Part Nine: Choose the Number
You need a number before the meeting. "More" is not a number. "Fair" is not a number. "Whatever you can do" lets the company define the ceiling.
| Step | Question | Example |
|---|---|---|
| Current pay | What do I make now? | $68,000. |
| Market anchor | Where do comparable roles sit? | $75,000 to $88,000. |
| Internal range | Where does the role sit here? | $70,000 to $85,000 if available. |
| Scope case | What changed in the job? | Reporting, client ownership, training. |
| Ask | What number am I requesting? | $80,000. |
| Floor | What outcome would still be acceptable? | $76,000 plus review date. |
| Alternatives | What else matters? | Title, bonus, PTO, training budget. |
Script: name the number
Based on the expanded scope of my role, the results I have delivered, and the market data I reviewed, I would like to move my salary to $80,000, effective with the next pay period.
After you name the number, pause. Do not fill the silence with discounts.
Part Ten: Pick the Right Moment
Timing cannot make a weak case strong, but it can give a strong case a better chance.
| Better timing | Worse timing |
|---|---|
| After a strong project result. | During an active crisis. |
| Before annual budgets are locked. | After raises have already been finalized. |
| Before a performance review deadline. | At the end of a rushed one-on-one. |
| After taking on documented new scope. | Right after an avoidable mistake. |
| When your manager has time to prepare. | As a surprise in a group meeting. |
Meeting request: direct
Could we set aside 30 minutes next week to discuss my compensation? I have taken on additional scope this year and would like to review my role, results, and pay alignment.
Part Eleven: The Live Raise Script
The live script has four parts: appreciation, business case, number, pause.
Full script
Thank you for making time for this conversation. I would like to discuss adjusting my compensation to reflect how my role has changed and the results I have delivered.
When I started in this role, my core responsibilities were [original scope]. Over the past [time period], the role has expanded to include [new responsibilities]. In that time, I have [result one], [result two], and [result three]. I also reviewed market data for comparable roles and current postings, and the range I found is [range].
Based on that expanded scope, my results, and the market data, I would like to move my compensation to [specific number or range], effective [date].
I would like to understand what is possible and what process we need to follow to make that adjustment.
Short script
My role has expanded from [old scope] to [new scope], and I have delivered [specific results]. Based on that work and the market range for comparable roles, I would like to adjust my salary to [number]. What would be the next step to make that happen?
Part Twelve: Scripts for Specific Situations
You took on a departing person's work
Since [name/role] left, I have permanently taken on [responsibilities]. That work is now part of my regular role, not a temporary coverage issue. I would like to discuss adjusting my compensation to reflect the added scope.
You are already doing the next-level job
Over the past [time period], I have been handling responsibilities that align with the [next level] role, including [examples]. I would like to discuss both title and compensation alignment so the role matches the work I am already performing.
You found market data that shows you are underpaid
I reviewed current wage data and comparable postings for [role]. The range I found is [range], while my current pay is [current pay]. Given my scope and performance, I would like to discuss a market adjustment to [number].
Your manager says budgets are tight
I understand budget may be a constraint right now. Could we discuss what adjustment is possible, and if the full amount is not possible today, could we agree on a written timeline and criteria for revisiting it?
Part Thirteen: What Not to Say
| Avoid | Use instead |
|---|---|
| I need more money because rent is expensive. | My role has expanded and the market range for comparable work is higher. |
| I work harder than everyone else. | Here are the responsibilities and results I am accountable for. |
| If you do not pay me, I am leaving. | I want to understand whether there is a path to align compensation with scope. |
| I heard someone else makes more. | I would like to review where my role sits within the range for this level. |
| You promised I would be taken care of. | Can we clarify the criteria, timing, and decision process for the raise we discussed? |
| I deserve it. | The work, results, and market data support it. |
Part Fourteen: Handle Awkward Questions
"Why this amount?"
I arrived at that number by comparing my current scope with market data for similar roles, internal postings where available, and the additional responsibilities I have taken on. I can walk you through the data if helpful.
"Why now?"
The role has changed materially over the past [time period], and I wanted to raise this before the next budget or review decisions are finalized.
"What if we cannot do that?"
If the full amount is not possible now, I would like to understand what amount is possible, what constraints are involved, and what written criteria and timeline would get us to the target.
Part Fifteen: Follow Up in Writing
The follow-up email is where vague meetings become trackable decisions. Send it the same day if possible.
Follow-up after the raise meeting
Subject: Follow-up on compensation discussion
Hi [Manager],
Thank you for meeting with me today. As discussed, my role has expanded to include [scope], and I have delivered [results]. Based on that work and the market data we reviewed, I am requesting an adjustment to [number or range].
You mentioned the next step is [next step]. I will send any additional information needed by [date]. Could we plan to revisit this by [date]?
Thanks,
[Name]
If they said yes
Thank you again for approving the compensation adjustment to [new pay]. To make sure I understood correctly, the new rate will be [amount], effective [date], and the title/bonus/other change will be [details]. Please let me know if I missed anything.
If they said no
Thank you for discussing this with me. I understand the adjustment is not approved right now. Could you confirm the specific criteria I would need to meet, the decision owner, and the date when we can revisit the request?
Part Sixteen: If the Answer Is No
A no is not one thing. It can mean no money, no timing, no manager authority, no evidence, no trust, or no path. Your job is to find out which one.
| Type of no | What it means | Follow-up question |
|---|---|---|
| No budget | Money is constrained now. | When will the next budget window open? |
| No authority | Your manager cannot decide alone. | Who needs to approve it, and what do they need? |
| No evidence | The case did not persuade them. | What proof would make the case stronger? |
| No level match | They do not agree you are at that level. | Which responsibilities are missing? |
| No process | They are postponing without structure. | Can we set a review date and criteria in writing? |
| No value match | The company may not value the role as the market does. | Is this role capped at this level here? |
The no-response script
I understand the answer is no for now. To make the next conversation productive, could we agree on three things: the specific criteria I need to meet, the person who can approve the adjustment, and the date we will revisit it?
A no with clear criteria is a plan. A no with no criteria is information.
Part Seventeen: Negotiate Beyond Base Pay
If base salary cannot move, other terms may still matter. Do not treat every alternative as equal.
| Alternative | When it helps | Watch for |
|---|---|---|
| One-time bonus | Budget can handle one-time spend but not permanent salary. | Does not compound into future raises. |
| Title change | Matches real level and helps future mobility. | New title without pay, authority, or scope clarity. |
| Promotion timeline | Clear milestones and date are written down. | Open-ended promises. |
| Extra PTO | Time off is valuable and usable. | Workload prevents you from taking it. |
| Remote or flexible schedule | Reduces commuting cost and improves life fit. | Informal flexibility that can vanish. |
| Training budget | Credential has market value. | Training helps company more than your career. |
| Equity or options | You understand vesting, taxes, and liquidity risk. | Paper value with no clear path. |
Script: if salary cannot move
If base salary cannot move right now, I would like to discuss alternatives that recognize the expanded scope: a one-time bonus, title alignment, a written review date, or additional PTO. Which of those options is realistic?
Part Eighteen: Send the Manager Packet
Your manager may need to argue for you when you are not in the room. Make that easy.
Raise request packet
Name: ______________________________
Current title: ______________________________
Current compensation: ______________________________
Requested compensation: ______________________________
Effective date requested: ______________________________
Role scope when hired
____________________________________________________________
Role scope now
____________________________________________________________
Key results
1. ____________________________________________________________
2. ____________________________________________________________
3. ____________________________________________________________
Market data
Source 1: ______________________________
Source 2: ______________________________
Source 3: ______________________________
Decision needed
____________________________________________________________
Part Nineteen: The 30-Day Preparation Plan
| Days | Task |
|---|---|
| 1 to 3 | Identify the raise type and review your pay system. |
| 4 to 8 | Collect results, metrics, feedback, added responsibilities. |
| 9 to 12 | Research market data and comparable postings. |
| 13 to 15 | Choose your number, floor, and alternatives. |
| 16 to 20 | Draft the one-page evidence packet. |
| 21 to 23 | Practice the script out loud without over-memorizing it. |
| 24 to 26 | Ask for the meeting. |
| 27 to 29 | Refine examples and prepare answers to likely questions. |
| 30 | Have the conversation and send the follow-up email. |
Part Twenty: Raise Meeting Cheat Sheet
Part Twenty-One: When to Look Elsewhere
Sometimes the raise conversation gives you a path. Sometimes it tells you the path is not there.
| Signal | Meaning |
|---|---|
| No criteria. | They cannot tell you how to earn the adjustment. |
| No timeline. | The answer can drift forever. |
| No decision owner. | No one is accountable for resolving it. |
| No recognition of scope. | They may not value the work at market level. |
| Retaliation or punishment. | Stop treating it as a normal negotiation and seek qualified advice. |
| Repeated vague praise with no money. | The company may like your work at the current price. |
The Point
The strongest raise request is calm, specific, and easy to verify. You identify the raise type. You check the pay system. You gather proof. You research the market. You choose a number. You ask directly. You pause. You follow up. If the answer is no, you ask for criteria, owner, and date.
You are not asking someone to notice your effort from across the room. You are putting the case on the table.
Sources checked
[1] StormIt, "How To Do Almost Anything." Used to confirm Article 8 title, lane, and roadmap description.
[2] UBC Student Services, "Job offer negotiations." Used for negotiation preparation, research, total compensation, practice, calm framing, and follow-up principles.
[3] Job Bank, "Compare wages." Used for Canadian wage research and occupation/location wage comparison.
[4] CareerOneStop, "Salary Finder." Used for U.S. salary lookup guidance and BLS wage-data basis.
[5] U.S. Bureau of Labor Statistics, "Occupational Employment and Wage Statistics." Used for the scope of official U.S. occupational employment and wage estimates.
[6] British Columbia, "Pay Transparency Act." Used for job posting pay-range requirements, pay-history limits, pay-report access, and prohibited reprisals.
[7] National Labor Relations Board, "Your Right to Discuss Wages." Used for U.S. wage-discussion rights, protected wage conversations, and retaliation cautions.
[8] U.S. Equal Employment Opportunity Commission, "Equal Pay/Compensation Discrimination." Used for equal-pay, job-content, forms-of-pay, and compensation-discrimination cautions.
