Ask at the right time (before budgets are set, not after), with evidence of the value you added and a sense of market rates, and with a specific number or range. Make it a conversation about your scope and impact, not about your expenses, and agree next steps if the answer is not yet.
What people tell me
I have been in my role for a while now. My responsibilities have grown a lot since I joined, I handle things that were not in my original job description, and I know the market has moved. My salary has barely changed. I want to ask for a raise, but I am nervous about how to bring it up, what number to ask for, and what happens if they say no or think I am about to leave.
A composite of the messages behind this question, with personal details left out.
Key takeaways
- Timing matters: ask a month or two before review and budget decisions, not after they are finalised.
- Anchor the conversation on scope and impact, with specific examples, not on personal costs or what a friend earns.
- Do your market research from several sources and ask for a specific figure or a narrow range.
- If the answer is no, ask what would need to be true, and by when, then get it in writing.
- Do not bluff about leaving. Only mention another offer if you would genuinely take it.
Why most raise requests fail
Most requests fail for boring reasons: they come too late in the year, they are vague ("I think I deserve more"), or they are argued from the wrong angle ("rent has gone up"). Your manager might agree with you and still be unable to help, because the budget was fixed months ago.
A good request is well timed, specific, and built on evidence that your manager can take to whoever approves the money.
Step 1: pick the right moment
| Timing | Why it matters |
|---|---|
| 1 to 2 months before your review cycle | Budgets and ratings are still being decided |
| Soon after a visible win | Your impact is fresh in everyone's mind |
| When your scope has clearly grown | You have a concrete reason, not just time served |
| Not during layoffs or a funding crunch | Even a supportive manager will have no room |
If your company does reviews once a year, find out when the numbers are actually decided. It is usually earlier than the review meeting itself.
Step 2: build your case
Write one page for yourself. It should cover:
- What you were hired to do, in one line.
- What you do now. New responsibilities, systems you own, people you help, incidents you handle.
- Outcomes. Features shipped, time saved, bugs reduced, customers unblocked. Use numbers if you have them, honest descriptions if you do not.
- Market context. What similar roles pay, from several sources.
If you have been keeping a brag document, this takes an hour. If you have not, start one today; Get Your Work Recognized: Write a Brag Document explains the format.
For market data, combine sources: salary sites such as Glassdoor, recent job listings that show ranges, and quiet conversations with peers you trust. Any single source can be misleading, especially in smaller markets where there is little public data. Aim for a sensible range, not a precise number.
Step 3: have the conversation
Ask for a dedicated meeting rather than raising it at the end of a standup. Then keep it simple:
"I would like to talk about my compensation. Since I joined, my role has grown to include X and Y, and I have delivered A and B. Based on that and on what I see in the market for similar roles, I think a salary around [number] would reflect my current scope. What would it take to get there?"
Then stop talking and listen. The pause feels uncomfortable. That is fine.
Things to avoid saying:
- "I need more because my expenses went up." True, but it is not a reason the company can act on.
- "Someone else on the team earns more than me." This puts your manager in an awkward position and may not be accurate.
- "I will leave if you do not." Unless you truly mean it and have somewhere to go.
Step 4: handle the answer
| Response | What to do |
|---|---|
| "Yes" | Thank them, confirm the amount and the date it takes effect, in writing |
| "Not now, but maybe later" | Ask what exactly would need to change and when you can revisit |
| "There is no budget" | Ask about other options: title change, a review in 3 to 6 months, training budget, extra leave |
| "You are not ready" | Ask for the specific gaps and treat them like a promotion plan |
| A flat "no" with no reason | Take note. It is useful information about the company |
After any outcome except a clear yes, send a short follow-up message: "Thanks for the conversation. My understanding is that we will revisit in March once I have delivered X. Let me know if I have misunderstood." That turns a vague promise into something you can point back to.
A four-week plan
| Week | Task |
|---|---|
| 1 | Find out when budgets are decided. Start or update your evidence document |
| 2 | Research the market from at least three sources. Decide your number and your minimum |
| 3 | Practise the opening lines out loud. Book the meeting |
| 4 | Have the conversation, send the written follow-up the same day |
Should you just switch jobs instead?
In many markets, switching companies produces bigger jumps than internal raises. That does not mean you should leave the moment you are underpaid. Staying lets you build depth and a track record, and switching has costs and risks. A reasonable approach: ask properly once, give the company a fair chance to respond, and only then weigh an external move. How often should I switch jobs as a developer? covers that decision, and How do I negotiate my salary when switching to a new developer job? covers the external side.
Common mistakes
- Asking for "a raise" without a number. You will get whatever is easiest to give.
- Asking right after reviews are finalised. Money is already allocated.
- Using a fake offer as leverage. If they call your bluff, you have damaged trust for nothing.
- Accepting a verbal promise with no date. Put it in writing.
- Getting emotional when the answer is no. Stay calm; the follow-up is where you win.
If you are still stuck
The Mid-level to senior roadmap shows the kind of scope growth that justifies a stronger case. If you want help with your specific numbers and wording, join Sefism; it is free to learn and you start with credits. Members can ask a question about their situation or book a 1:1 session to rehearse the conversation.
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