The email is open, the subject line says "Salary," and the body is blank. You know what you want to say, but not how to start. Here is a first sentence you can send as written: "Since my last review I have taken on [new responsibility] and [specific result]. I would like to talk about my salary. Could we find a time this week?"
That one message is enough to get a meeting on the calendar. The rest is building a short case you can finish in an evening, choosing the right moment, finding the right words for the room or the inbox, and thinking through the number.
It also covers what to say if the answer is not now. Pay rules, review cycles and contracts differ by country and employer, so match each step to how things work where you work.
- Pick your moment Ask when goals are set, after a measurable win, or before the budget is fixed.
- Bring one page Three to five results, what changed in your role, and comparable pay for your place and level.
- Say a number Name a specific amount and the reason for it, not just a percentage.
- Ask for it in writing too A short email can set up the meeting, and a follow-up note records what was agreed.
- Plan for not now Ask what would need to change and when to look again.
When to ask for a raise
The best moments are the ones where a pay decision is still open. That could be early in a goal-setting cycle, soon after a result you can measure, when your role has clearly grown, or in or just before a scheduled review. Gorick Ng, writing for Harvard Business Review, suggests raising pay when goals are set, because budgets may already be fixed by the time the review arrives. A poor moment is during layoffs, a crisis or obvious money trouble at work.
How soon is too soon? There is no single rule. A recent start or a role that has not changed is usually a weaker case than a role that has clearly grown, and some employers state a minimum period in their policy, so look at yours. Which day is best? No day has been shown to work better. Pick a time when your manager is not rushed, and ask for a private meeting rather than catching them in a hallway.
How often can you ask? Once a year, tied to the review cycle, is a common rhythm, but your employer's policy and your contract decide. Check the compensation policy, the review calendar and any collective agreement before you pick a date.
Good reasons to ask are added responsibilities, results you can measure, a changed role level, or pay that sits well below comparable roles. Your own expenses matter to you, but they usually carry less weight in a pay decision than results, scope and market pay.
Build your one-page case in an evening
Think of this as a single sheet you could hand over or read from. It does not need to be fancy; plain text on a phone note works. Put these five things on it:
- Your current title, pay and the date of your last change
- Three to five results, each with what you did, the number, and why it mattered
- Duties or skills added since your pay was set
- Comparable pay for the same job, place and level
- A target, and the lowest outcome you would accept
For the pay comparison, public wage data is a good start. The US Bureau of Labor Statistics publishes wage estimates by occupation, and national statistics offices in other countries do something similar. Treat any figure as a range for a type of job, not a salary recommendation for you. Salary-survey sites can add context, but note the date, the place and how they define the job.
If turning a year of work into three clear results feels hard, a self-assessment for your performance review can help you sort it out. Short on time? Write just the three results with numbers and save the rest for another day.
What to say in the room
Keep the in-person version short enough to say from memory. You could open with: "Thanks for meeting with me. I would like to talk about my salary. Since my last review I have [responsibility] and [result]. I compared pay for similar roles in [place and industry] and I am asking for [amount]. How does that fit with how pay is set here?"
Then change it to fit your workplace. At a small business with limited cash, you might ask for a smaller step now plus a review date or training support. At a large employer on a cycle, ask what your manager needs to take the request forward before the cycle closes. On a remote team spread across locations, ask whether your level and pay band still fit the scope of your work. In a fixed-schedule or set-scale job, ask how reclassification or a higher step works.
A few things tend to land badly. Ultimatums or hints that you will quit are risky unless you are truly ready to leave. Comparing yourself to a named coworker puts your manager in an awkward spot. Leading with your bills or apologizing the amount away makes the case harder to hear. State your results, your scope and your number, then stop talking and listen.
If nerves are the issue, there is a version for every kind of day. With five minutes, write one sentence of results and one of ask on a card. With a free evening, say it aloud to a friend or a mirror. With no money and no time, the script above is free and ready to use.
1. Which opening is stronger?
2. The answer is "not now." What do you ask first?
3. What does a 5% raise on 20 an hour work out to?
4. Your pay is set by a collective agreement. What should you do first?
Asking in writing
A short email is a good first step to request a private meeting. The salary conversation itself often lands better in person or on a call, but a written request is fine where it is your employer's process or where you simply prefer to put it on paper.
Fill in the blanks and change the words until they sound like you. For the meeting request, use the subject "Compensation discussion" and write:
Hello [Name], I would appreciate a private meeting to talk about my current responsibilities, recent results and compensation. Since my last review I have [brief result or added responsibility]. Would [two possible times] work for you? Thank you, [Name]
A formal written request for a salary review has more parts, so here is what goes in each.
| Part of the message | What to write |
|---|---|
| Part of the messageSubject line | What to writeRequest for salary review |
| Part of the messageOpening line | What to writeOne result with a number, such as "Since my last review I reduced order errors from 8% to 4%." |
| Part of the messageAdded duties | What to writeWhat you took on since your pay was set |
| Part of the messagePay comparison | What to writeComparable roles in your place and industry, with the date of the data |
| Part of the messageSpecific amount | What to writeThe figure you are asking for |
| Part of the messageInvitation to talk | What to writeTwo times you could meet, and thanks |
After the meeting, send a follow-up the same day: "Thank you for meeting with me today. We discussed [decision or current position]. I will [specific action], and we will revisit pay on [date] using [agreed criteria]. Please tell me if I misunderstood anything."
Whatever words your workplace uses for a pay review, the same structure works: a result, a reason, a number and an invitation to talk.
How much to ask for
No single raise percentage fits every job, employer or country. The right figure depends on your level, where you work, your results, how pay is structured, and whether you are asking for an annual step, a market correction or a change in role.
For context, Indeed describes 3% to 5% as a commonly cited standard annual increase. That is a general career-site figure, not a rule or a promise. The arithmetic below uses made-up round numbers in any currency, and none of it is a norm.
| Change | Example | What it works out to |
|---|---|---|
| Change3% raise | Example3% of 62,000 | What it works out to1,860 more a year |
| Change5% raise | Example5% of 62,000 | What it works out to3,100 more a year |
| ChangeFlat amount | Example2,000 added to 62,000 | What it works out toAbout 3.2% |
| ChangeBigger move | Example62,000 to 70,000 | What it works out toAbout 12.9% |
| ChangeHourly pay | Example5% on 20 an hour | What it works out to1 more an hour, so 21 |
This is how to read the table. A 3% raise on 62,000 adds 1,860 a year, so whether that feels like a raise depends on what you were hoping for and what the role now involves. Moving from 62,000 to 70,000 is about 12.9%, which is closer to a market or role correction than a routine yearly step, and it needs its own reasons. The reason behind the number matters more than the number itself. For what is typical where you live, look at current published pay or salary-increase surveys from national statistics offices, professional bodies and large HR bodies in your own country.
To set your number, start with comparable pay, then think about where you sit in that range given your results. Check your employer's pay band too. Decide whether you are asking about base pay, a bonus, commission or benefits. A raise usually continues into later pay while a one-time bonus does not, so ask which one is on offer.
If the answer is no or not now
Start by finding out which kind of no it is. It might be that the request is not backed by current performance, that you are already at the top of the pay band, that your manager lacks the authority, that the budget is closed, or that off-cycle changes are not made. Some employers will not move at all.
Plain questions help you learn which one you are facing. You could say, "What would need to change for this to become possible?" Then, "When should we look at this again?" And, "Could we put the criteria and the date in writing?" If you want to ask what would change the answer, asking for feedback at work has more wording to borrow.
If pay cannot move, other options may be on the table:
- Training funding
- Time for development
- A title or level review
- Flexible schedule or remote days
- An earlier pay review
Each has a different value, so ask whether it is temporary or permanent and how it will be recorded. Afterward, send a two-sentence note: thank them, then write down what was agreed and the date to look again.
Before the meeting
Write your one-page case.
Ask for time
Send a short email asking for a private meeting.
In the meeting
Share results, the pay comparison and your number, then listen.
Same day
Send a thank-you note that records what was said.
If it is not now
Agree on criteria and a date to look again.
On that date
Bring updated results and ask again.
If no criteria or date ever arrive, you can decide whether the role still meets your needs. A professional development plan can help you map the skills and steps that would support a later request, and changing careers is worth a look if the role no longer fits.
Set pay scales, unions and pay gaps
If your pay follows a collective agreement, a civil-service scale or a fixed band, the first job is to find your grade, the steps, the reclassification process and the date of the next review. The union representative, staff association or HR is the right first stop. An individual manager may have little room to change contractual pay. For UK context, Acas explains how pay rises and contracts fit together, and the government describes how unions negotiate with employers.
If you feel underpaid compared with coworkers, gather objective facts about duties, level and place. Ask about the pay structure rather than accusing anyone, and do not name a coworker without their permission. Rules on discussing pay differ by country and worker type. In the US, for example, the National Labor Relations Board describes protections to discuss wages for many private-sector employees, while other countries differ, so check your local rules.
Can you be fired for asking? Rules differ by country, contract and employer, and a respectful request tied to results is an ordinary workplace conversation. If you are worried, read your contract or talk to a union representative, a government labor agency, or a local legal aid or advice service. HR may represent the employer, so keep your own notes. This is not legal advice.
Questions people ask
How soon is too soon to ask for a raise?
There is no fixed rule. A role that has clearly grown is a stronger case than a short time in the job, and some employers set a minimum period in their policy. Check yours before you pick a date.
What is a good raise, and is 3% actually a raise?
A 3% increase does add pay; on 62,000 it is 1,860 more a year. What counts as good depends on your level, place, industry and the reason for the change. Compare the arithmetic above with current published surveys for your country.
Can I be fired for asking for a raise?
Rules differ by country, contract and employer, and a calm request tied to results is an ordinary conversation. If you are worried, read your contract or ask a union representative, a government labor agency or a local legal aid service. Keep your own notes of what is said.
How do I ask for a raise in writing?
Send a short email to request a private meeting, with one result and two possible times. For a formal request, name your results, the duties you added, the pay data you used and a specific amount, then invite a conversation.
What are good reasons to ask for a raise?
Added duties, measurable results, a changed role level, and pay that sits well below comparable roles all make a clear case. Household bills matter to you, but they usually count for less in a pay decision than the work itself.
How often can I ask for a raise?
Once a year, around the review cycle, is common. Your policy and contract decide, so check them first.
One thing to try this week
Write down three results from the last year, each with a number. Then send one short email asking for a private meeting, or, if the timing feels wrong, put a date in your calendar to ask when goals are set or before the next budget. Either one counts as a step. Motivation Facts keeps more ideas for career moves like this in the Career Growth section, and the contact page is open if you have a question or a topic you would like us to cover.
Raise. An increase in the pay you receive for the same job, usually a higher base amount going forward.
Pay band. The range of pay set for a role or level, from a lowest to a highest amount.
Merit increase. A raise tied to your performance or results, often decided in a review cycle.
Market adjustment. A pay change made because similar roles elsewhere pay more.
Cost-of-living adjustment. A raise meant to keep pay in step with rising prices, applied to many people at once.
Collective agreement. A written deal between an employer and a union that sets pay and working terms for a group.
Base pay. Your regular pay before bonuses, commission or benefits.
