In short: To ask for a raise, time the conversation before budgets are set, collect evidence of your results and market pay, and request a specific figure in a private meeting. Base the case on the value you deliver, not your personal costs. If the answer is no, ask exactly what would change it and by when.
Annual raises are small and tend to be routine. Mercer’s survey of 756 US employers found a mean merit increase of 3.1% for 2026, with total increases averaging 3.4%. For 2027, Mercer’s July 2026 survey of 1,001 employers projected averages of 3.2% and 3.5%. Only 4% of employers gave everybody the same raise, so individual performance and position relative to market pay generally shape what you get. In other words, there’s a decision being made about you, and you can influence it.
Know what’s realistic
It helps to understand how much room there is before you ask.
| Situation | Typical figure | Source and caveats |
|---|---|---|
| Merit raise, US employers | 3.1% average | Mercer, 2026 |
| Merit raise, exceeds expectations | 5% median | Pave, tech and life sciences firms, 2025 |
| Merit raise, meets expectations | 3.5% median | Same study |
| Promotion | 9.7% median | Same study |
| Job stayers, annual pay growth | 3.5% median | Atlanta Fed, early 2026 |
| Job switchers, annual pay growth | 4% median | Atlanta Fed; ADP reports 6.4% vs 4.5% for stayers |
Two points stand out. First, a raise far above the standard budget usually requires a promotion, a role change or evidence that you’re paid below market. So asking for 15% as a general reward is a hard sell, while “my role has grown and I’m paid 12% below the market” is a real argument.
Second, the pay advantage of switching employers has shrunk. Fortune, citing Bank of America, reported that the premium fell from about 14% in 2022 to roughly 4% in January 2026. The figures come from different data sets and aren’t strictly comparable with one another, but they suggest that an outside offer is a weaker automatic win than it was a few years ago, and staying and asking may be a better option than it used to be.
Choose the moment
Timing can matter as much as the argument.
- Before budgets close. Raises are often decided well before they’re announced. Merit cycles commonly fall around March and April, per one 2025 report, although your company may differ. Find out when your review cycle occurs, and raise the topic a month or two before decisions are made.
- After a visible win. A completed project or a large new client gives you recent evidence, and your manager a good story to tell.
- When your job has expanded. If you’ve taken on the duties of a departed colleague, now is the time to mention it.
- Not during a crisis. A hiring freeze or layoffs make a yes unlikely, though you can still ask for a later review.
Book a specific meeting with your manager, instead of bringing it up in passing. Say what it’s about: “I’d like to talk about my compensation and how my role has developed.” Your manager will then be prepared and not caught off guard.
Build the case
Your manager may need to justify this to someone else, so give them material they can reuse. Write it down.
Results. List what you’ve delivered in the past year, with numbers if possible: revenue, costs cut, time saved, customer retention, projects shipped, people trained. Convert vague claims into specifics. “Improved onboarding” is weak; “cut new-client setup from three weeks to one” is much stronger.
Scope. Compare your job now with the role you were hired for. Include additional responsibilities, new skills or people you now supervise.
Market data. Gather salary ranges from job ads, salary sites and recruiters for the same role, level and location. Take a range from several sources, because any single one may be off.
The future. Describe what you plan to take on next. This changes the talk from a reward for the past to an investment in what’s coming.
Leave these out: your rent, your bills, how long you’ve been there or what a colleague earns. Colleagues’ pay can be useful knowledge, and in the US, many employees have legal protection for discussing it, but it tends to make a manager defensive when used as the main argument. Stick to the job.
Have the conversation
Keep it short and direct:
“Over the past year, I’ve taken over the Northeast accounts and grown them by 18%, and I’m now also training new hires. Based on that, and on market data for this role, I’d like to discuss moving my salary to $78,000.”
Name a figure. A specific number gives your manager something to act upon, and it’s harder to talk down than “something more.” Pick a figure at the top of a range you can support. Then stop speaking and let them answer. If they’re thoughtful or need to check with others, ask when you can expect to hear, and send a short written summary afterward, including the list of achievements.
Stay calm. You aren’t accusing anybody of underpaying you. Your manager might be sympathetic and short of budget, so treat them as someone to solve the problem with. Our article on salary negotiation offers additional wording and tactics that apply here as well.
If the answer is no
A no isn’t the end of the conversation, so don’t leave without learning what’s behind it. Ask:
- “What would I need to show, specifically, to reach that level?”
- “Is the limit the budget, or my performance, or the band for this role?”
- “When can we review this again? Could we set a date?”
Then get the answer in writing, even if it’s only your own follow-up email. You’ve now got a concrete target. If money truly isn’t available, you might ask for a one-off bonus, extra vacation, training budget or a title change, which can be easier to approve.
Don’t threaten to leave unless you are ready to go. If you’ve got a competing offer and want to use it, be honest about it, and remember that counteroffers can leave lasting questions about your commitment.
If several reasonable requests lead nowhere, your manager may simply lack the power or will to pay you more. At that point, it’s time to look around. Our guides to writing a career plan and career development can help you decide your next step, whether it’s a new role inside the company or a move elsewhere.
Frequently asked questions
How often can I ask for a raise?
Once a year is a sensible baseline, usually linked to your review cycle. An earlier request can be justified by a major change in responsibilities or a large gap with market pay. If you’ve agreed to revisit it in six months, keep that appointment. Asking repeatedly without new evidence will wear down your manager’s goodwill.
Should I ask for a raise during a recession or hiring freeze?
You can, but expect a lower chance of immediate success, and adjust your request. It may be better to document your contribution now and agree on a date for review once budgets improve. If your work directly generates revenue or saves money, the argument stays stronger, since companies still protect what pays for itself.
What if I’m already at the top of my pay band?
You probably need to change the band, not just the pay. Ask what a promotion or re-grading of the role would require, and whether your responsibilities now match a higher level. A bonus may be available in the meantime. If there’s no route up, an outside move may be the only way to significantly raise your pay.
