Wanna Pay Rise? !

Talking about a pay rise; this is not uncommon & sometimes occurs at salary or pay rise reviews. Ask your boss to list to you what will qualify you for a pay rise next time, what you need to work on and what the timeframe is. If he lists these minor mistakes, it would appear that they are important to your boss and you would need to work on them. If he doesn't list these minor mistakes, you can inquire why he hasn't. Next time the pay rise come up, brings up the list in the meeting & goes over each item with him/ her. This would make it harder for the boss to refuse the pay rise, if you qualify based on the list. Asking negotiating or getting a pay rise, raise, salary increase or job promotion can be successful and rewarding if done correctly. There is no standard method, but there are different approaches on how to ask, negotiate or get a pay rise, raise, salary increase or job promotion. A pay rise or pay raise request is usually asked for or requested by setting up a meeting with your immediate manager and by discussing the pay rise in the meeting.

Regarding how much to ask for, that really depends job market conditions, your level of expertise in your field and also depends on how much you are confident you are worth to your employer. If you don't ask, the boss may simply give you a small pay rise and consider you would be happy with that. It is always best to ask for more than you are expecting and then negotiate, because you rarely get exactly the pay rise that you ask for.[/i]

If you are expecting a 10% pay rise, you should ask for an 18% rise & then negotiate with your boss/ employer. If your job role is critical, if you’re underpaid or if your role would be hard to fill if you left, and then you will be in a more powerful position to negotiate your next pay rise.

Even if your immediate manager is in a different location, it is better to wait until you can discuss in a meeting instead of writing a pay rise request letter.

Make weekly or monthly notes of all your achievements & how the company &/ or its clients have benefited from your achievements. This is one of the best justifications for a pay rise.

If you deserve a pay rise, ask for it, even if your boss/ employer says the economy is not that good ... etc. and don't give up, even if they are not giving anyone a pay rise.

If you are confident that you deserve a pay rise, be persistent, but be reasonable & professional.

It is usually quite simple to ask & if you haven't received a pay rise recently, your boss is probably expecting you to ask for one.

A pay rise can be in the form of salary packaging. It can be a company car, laptop, additional insurance, cell or mobile phone.... etc.

If you ask for a pay rise & you are not successful, ask your boss what will qualify you for a pay rise in the future & what the timeframe is. Follow up with him/ her within the timeframe given to you.

 

[LekshmiGPilllai]

This is such a practical and well-explained guide on approaching a pay rise. I completely agree that preparation is key—tracking your achievements, understanding your market value, and setting clear goals with your manager can make a huge difference. I also liked the point about being persistent yet professional. Many employees hesitate to initiate the conversation, but when done with confidence and respect, it can lead to meaningful outcomes. Salary discussions aren’t just about money—they’re about communicating your worth and contribution effectively.

Curious—has anyone here tried the "achievement tracker" method mentioned? Did it work in your favo
r?

 

[Priyani Gupta]

The article on requesting a pay rise provides a pragmatic and well-rounded approach to a subject that often causes anxiety among employees. It acknowledges that pay rise discussions are a common part of professional life and offers practical guidance on how to navigate them effectively. The emphasis on communication, preparation, and professionalism is particularly valuable.


One of the article’s strongest points is encouraging employees to seek clarity from their boss on what criteria must be met to qualify for a pay rise. This approach shifts the conversation from vague dissatisfaction to concrete goals and expectations. By asking the manager to list specific areas for improvement, employees can focus their efforts strategically, making it more likely that their performance will meet the employer’s standards. This also provides a documented framework that the employee can revisit during subsequent reviews, reducing ambiguity and making it harder for the manager to dismiss the pay rise request unfairly.


The advice to prepare notes on achievements and the benefits they bring to the company or its clients is also essential. In any negotiation, especially one about compensation, objective evidence of value added is a powerful tool. Regularly documenting successes helps employees build a strong case and provides a confidence boost during discussions. It also encourages continuous reflection on one’s contributions, fostering professional growth.


I appreciate the article’s realistic outlook on salary negotiation. It rightly notes that there is no one-size-fits-all method but suggests asking for a higher percentage than expected (for example, 18% when aiming for 10%) to leave room for negotiation. This is sound advice rooted in negotiation theory, as it sets the stage for compromise without losing sight of the desired outcome. Furthermore, it highlights that factors such as job market conditions, criticality of the role, and underpayment should inform the ask. This shows an understanding that salary discussions are influenced not only by individual performance but also by external realities and business needs.


The mention of alternative forms of compensation, such as company cars, laptops, or additional insurance, is a useful reminder that pay rises are not limited to base salary increases. This flexibility can benefit both employees and employers by aligning rewards with personal preferences and business constraints.


Lastly, the article’s encouragement to be persistent yet professional, even when the economy is tough, is a valuable mindset. It acknowledges that while immediate pay rises may not always be possible, ongoing dialogue and commitment to improvement keep the door open for future opportunities.


In summary, the article provides a clear, practical, and appreciative roadmap for anyone preparing to discuss a pay rise. It balances assertiveness with respect for managerial processes and highlights the importance of ongoing communication and documentation. By following these strategies, employees can enhance their chances of achieving fair compensation aligned with their contributions.