Introduction
In Five Cents How to Negotiate a Pay Rise, we’ll turn asking for more pay into a conversation you can prepare for and follow through on. We’ll cover evidence, a specific request, handling a refusal, and getting the next step in writing. Before choosing your words, find out how the decision gets made. Start with your workplace’s pay process. Does your manager have authority, or must someone else approve a change? Are there salary bands, scheduled reviews, or collectively negotiated rates? Check the relevant handbook, agreement, or internal guidance. If pay is negotiated collectively, a worker representative may be the appropriate route. Otherwise, arrange a dedicated meeting, ideally before decisions are finalized. A review date helps only if the budget has not already been allocated.
Your preparation should fit on one page
Your preparation should fit on one page: the amount you’re requesting, your three strongest examples, relevant pay comparisons, questions, and alternatives. Separate the outcome you want from what you would accept. A smaller increase or a dated review might be worthwhile, but decide that beforehand.
Also consider what you’ll do if there’s no agreement: pursue an internal opportunity, build specific skills, or explore other jobs. That’s a realistic backup plan, not a threat to deliver across the table. Now build the case around results and responsibility. What have you improved? What work do you now own that you didn’t before? Connect those changes to something the organization values: reliable delivery, fewer errors, stronger customer relationships, or better support for colleagues.
Numbers help when they’re trustworthy, but complex work isn’t always captured by a percentage. For a hypothetical project coordinator, the case might be: “Alongside my original duties, I now lead the supplier review and resolve delivery problems before they delay projects.” Add verified outcomes if you have them, and acknowledge shared contributions.
Then research comparable roles. Match responsibilities, seniority, location, and organization type, rather than relying on a job title alone. Market figures support a discussion; they don’t oblige an employer to match them.
The context
In the meeting, make the request clearly, explain its basis, then stop talking long enough to hear the response. You could say: “I’d like to discuss adjusting my pay to reflect my expanded responsibilities. Since our last review, I’ve taken on the supplier review and improved how we handle delivery problems. Based on that scope and the comparable roles I’ve researched, I’m requesting an increase of this amount. How does that fit with our pay range and approval process?”
Replace “this amount” with your actual figure, using a clear currency and pay period. There’s no universally correct percentage. If the response is hesitant, ask whether the obstacle is performance, role level, budget, or timing. If performance is questioned, request a specific example and the standard you’re expected to meet. Respond to the evidence, not the person.
If the answer is no, find out what kind of no it is before offering concessions. A budget delay is different from a judgment that your role hasn’t changed enough. Ask: “What would need to happen for this to be approved, who would decide, and when can we review it?” If base pay cannot change, consider a staged increase, a promotion review, training, flexibility, additional leave, or a bonus where available. Compare their value, timing, and certainty. A one-off bonus isn’t recurring salary; a title alone may not solve the problem.
Afterward, send a short, neutral summary of your request, the response, agreed actions, who owns them, and the review date. Invite corrections. If a change is approved, confirm the amount, effective date, and conditions through the formal process. Avoid three common traps: making personal expenses your entire case, bluffing about another offer, and accepting “we’ll see” as a plan. Financial pressure is real, but it doesn’t by itself explain how your employer sets pay. Mention a competing offer only if it exists and you’re prepared to act on it.
What it means
And remember that good preparation cannot remove every structural barrier or guarantee fair treatment. If a decision appears inconsistent with an agreement or applicable rules, seek help from a worker representative or qualified local adviser. Rights and remedies vary by country. Where there’s simply no credible route forward, use that information to reassess your options rather than repeatedly making the same request.
A stronger pay conversation connects your contribution to a clear proposal, distinguishes a delay from a firm refusal, and ends with a recorded next step. To build on that preparation, you can generate two more Five Cents: Comparing Job Offers Beyond Salary and Making the Case for a Promotion. And with that, you're up to speed in a few minutes.