How to Ask for a Pay Rise (Without Making It Awkward)
- Employing Now
- 1 day ago
- 6 min read
Talking about money can feel uncomfortable. Asking for more of it can feel even worse.
For many people, requesting a pay rise ranks somewhere between public speaking and confrontation on the anxiety scale. You might worry about being seen as greedy. You might fear rejection. You might tell yourself, “Now isn’t the right time.”
But here is the truth.
If you are adding value, growing in your role, or consistently delivering results, asking for a pay rise is not unreasonable. It is professional.
The real question is not whether you should ask.
It is how you ask.
This guide will walk you through exactly how to prepare, position, and present your case confidently and credibly.
Step 1: Make Sure You Are Ready
Before you book a meeting with your manager, pause.
A pay rise conversation should be based on evidence, not emotion.
Ask yourself:
Have I taken on more responsibility than my job description outlines?
Am I delivering results that exceed expectations?
Have I developed new skills that benefit the organisation?
Have I been consistent over time, not just during one strong month?
If your case rests purely on rising living costs or personal financial pressure, that may not be enough. While those realities matter, employers tend to base pay decisions on contribution and performance.
This is not about what you need.
It is about the value you bring.
Step 2: Understand the Market
You cannot negotiate confidently if you do not know your worth.
Research salary benchmarks for your role, sector and region. Reliable sources include:
Look at salary guides, job adverts and recruitment reports. Focus on roles similar in responsibility, not just title.
If the market rate for your role is significantly higher than what you earn, that strengthens your position.
If it is not, you may need to build more evidence internally before making your case.
Step 3: Build a Clear Value Case
This is where most people go wrong.
They say:
“I work really hard.”
“I’ve been here a long time.”
“I think I deserve more.”
That is not persuasive.
Instead, build your case around outcomes.
Consider:
Revenue generated
Costs saved
Efficiency improvements
Projects delivered
Problems solved
Clients retained
Positive feedback received
Quantify wherever possible.
For example:
“I implemented a new tracking system that reduced reporting time by 30 percent.”
“I managed the X project which came in 10 percent under budget.”
“I increased client retention by 15 percent over six months.”
Specificity builds credibility.
Create a short, structured summary you can refer to during the conversation. Think of it as your internal business case.
Step 4: Choose the Right Timing
Timing matters more than people realise.
Avoid asking:
During a company restructure
Immediately after poor performance
In the middle of a crisis
During annual budget freezes
Better moments include:
After a successful project delivery
During annual review cycles
When budgets are being planned
After receiving strong performance feedback
If you are unsure, ask your manager:
“When is the best time to discuss progression and compensation?”
That question alone signals professionalism.
Step 5: Request a Proper Meeting
Do not ambush your manager.
Do not drop it casually at the end of another meeting.
Instead, send a short and professional message:
“I would like to schedule time to discuss my performance, development and future progression. When would suit you?”
Framing it around performance and progression feels constructive, not confrontational.
Step 6: Structure the Conversation
When the meeting happens, keep it calm and clear.
A simple structure works well:
Appreciation
Contribution
Market context
Request
For example:
“Firstly, I want to say I enjoy working here and appreciate the opportunities I’ve had. Over the past year, I’ve taken on X and delivered Y. I’ve reviewed the market rate for similar roles and believe my current salary may not reflect my contribution. I would like to discuss the possibility of adjusting my salary accordingly.”
Notice what this does:
It avoids entitlement.
It avoids ultimatums.
It focuses on contribution.
Confidence without aggression is powerful.
Step 7: Be Ready for Questions
Your manager may ask:
What salary increase are you looking for?
Why now?
How does this align with business priorities?
Prepare an answer in advance.
Be realistic. A jump of 25 percent without a role change is unlikely in most organisations. Typical internal increases range from 3–10 percent unless responsibilities have significantly shifted.
If you are unsure what to request, consider a range:
“Based on my research and contribution, I believe an adjustment to £X–£Y would be appropriate.”
Specific numbers feel grounded. Vague requests feel uncertain.
Step 8: Expect One of Three Outcomes
There are only three likely responses:
1. Yes
Excellent. Confirm timelines and documentation.
2. Not Now, But Maybe
This is common.
If you hear this, respond with:
“What would need to happen for this to be reviewed positively in the future?”
Get clarity. Agree measurable objectives. Set a review date.
Turn a “not now” into a roadmap.
3. No
If the answer is no, remain calm.
Ask:
“Can you help me understand why?”
The answer may reveal:
Budget constraints
Performance gaps
Structural limitations
Internal pay bands
This information is useful. It tells you whether to improve, wait, or consider external opportunities.
Step 9: Avoid These Common Mistakes
Comparing Yourself to Colleagues
“I know Tom earns more than me.”
This rarely helps and often damages trust.
Emotional Pressure
“I can’t afford my mortgage.”
Personal circumstances are valid, but they are not typically business justifications.
Threatening to Leave
Ultimatums can work, but they can also backfire. If you threaten to resign, be prepared to follow through.
Step 10: Consider the Bigger Picture
Sometimes a pay rise is not the only solution.
Could you negotiate:
Additional annual leave?
Flexible working?
Professional development funding?
A performance-based bonus?
A title change that strengthens your CV?
Compensation is broader than salary alone.
In some organisations, particularly larger ones like NHS, pay structures are fixed by banding. In those cases, progression may mean moving bands rather than negotiating within one.
Understanding the structure helps you plan realistically.
What If You Are Consistently Underpaid?
If you have:
Strong evidence of performance
Market data supporting higher pay
Clear contribution to business outcomes
Multiple conversations with no progress
It may be time to test the external market.
Sometimes loyalty is rewarded. Sometimes it is not.
External offers often clarify your market value more clearly than internal discussions.
This is not about disloyalty. It is about career ownership.
The Confidence Barrier
Many capable professionals delay asking because of self-doubt.
They think:
“Maybe I’m not quite ready.”
“Someone else is probably doing more.”
“I don’t want to seem difficult.”
Confidence does not mean certainty. It means preparation.
When you build your case carefully, you are not “asking for a favour.”
You are presenting a business discussion.
Reframing the conversation changes how you show up.
A Practical Script You Can Adapt
Here is a balanced version you can tailor:
“I value the opportunities I’ve had here and enjoy contributing to the team. Over the past 12 months I’ve taken on additional responsibilities including X and Y, and delivered results such as Z. I’ve researched comparable roles in the market and believe there may be a gap between my current salary and my contribution. I’d welcome the opportunity to discuss whether an adjustment would be possible.”
Simple. Professional. Direct.
How Often Should You Ask?
Typically:
Annually during performance reviews
After significant role expansion
After delivering major measurable outcomes
Asking every few months without change in responsibility can damage credibility.
Patience and progress should align.
A Word on Inflation and Cost of Living
Rising costs affect everyone.
While some organisations build annual cost of living increases into salary reviews, many do not.
If inflation is part of your reasoning, combine it with performance evidence. Do not rely on it alone.
Final Thoughts: Take Ownership
Your employer manages budgets.
You manage your career.
If you never ask, the answer will always be no.
If you ask professionally, backed by evidence, you gain one of three things:
A pay rise
A development roadmap
Clarity about your future
All three move you forward.
The key is preparation, not pressure.
You do not need to be confrontational.
You do not need to be apologetic.
You simply need to be ready.
And when you are ready, have the conversation.
Because progression rarely happens by accident.
