Asking your current employer for a raise is a different conversation from negotiating a new job offer: there is no competing candidate and no offer letter, so the case rests on your record in the job and on what the market pays for it. A raise also carries forward, because future raises and bonuses are usually a percentage of base pay. This guide is part of the salary negotiation guides; for a new employer’s offer, see how to negotiate salary on a job offer.
Build your case before you ask
The three-part raise argument
A raise request that sticks has three components:
- Market evidence: what the external market pays for your role
- Performance evidence: what you have delivered that justifies the increase
- The specific ask: a number, not a range
Managers often need to take a written justification to HR or to their own manager, so a request that arrives with the evidence already assembled is easier for them to approve.
How to research your market rate
| Source | What to look for |
|---|---|
| Job Bank wage reports | Government low, median and high wages by occupation and region |
| Salaries by profession | Government wage figures for common jobs, gathered in one place |
| Self-reported salary sites and recruiter guides | Company- and title-specific detail (self-selected samples) |
| Job postings (competitors) | Roles similar to yours, with any salary ranges they list |
| Network conversations | Peers at other employers, where people are willing to share |
Build a summary: “Based on [three sources], the market rate for a [title] with [X years experience] in [city] is $[range]. I am currently at $[current salary], which is $X below the midpoint.”
Document your accomplishments
Before the meeting, write down your contributions since your last raise or review:
| Category | Examples to document |
|---|---|
| Revenue / sales impact | “Closed $X in new business” or “Grew territory revenue by X%” |
| Cost savings | “Identified process change saving $X per year” |
| Scope expansion | “Took on [project/team/responsibility] without salary adjustment” |
| Retention / risk | “Onboarded and trained 3 new hires” |
| Efficiency | “Reduced [process] time from X to Y” |
| Above-and-beyond | “Covered manager role for 3 months during vacancy” |
Specific, measurable results carry more weight than descriptions of duties: “managed a project” says less than “delivered the launch two weeks early, ahead of the quarter’s sales push”.
Timing your request
| Timing | Assessment |
|---|---|
| A few weeks before the annual review | Strong: the manager is preparing budget requests |
| During a quarterly check-in | Good: tied to recent accomplishments |
| Soon after a major win | Good: the result is fresh |
| Right after a promotion | Weak: a raise usually came with the promotion |
| During a company-wide budget freeze | Weak: not impossible, but the money may not exist |
| Unannounced, in a meeting about something else | Weak: the manager has had no time to prepare |
How to ask: the exact conversation
Step 1: Request a dedicated meeting
Send a calendar invite or ask in person:
“I’d like to set up a time to discuss my compensation. Do you have 20–30 minutes in the next couple of weeks?”
Many people describe the meeting as a conversation about compensation rather than announcing a raise request in the invite.
Step 2: Open the conversation
“I wanted to talk about my compensation. Over the past [period], I’ve [top 2–3 accomplishments]. I’ve also done some market research, and for someone with my experience and responsibilities in [city], the going rate is around $[X]. I’m currently at $[current], and I’d like to discuss getting to $[target].”
Pause. Let them respond.
Step 3: Handle the response
If they ask “why do you think you deserve that?”
Return to your accomplishment list. Give two specific examples with numbers. Then restate your market research.
If they say “let me think about it”
“Of course. When would be a good time to revisit this? I’d like us to have a timeline.” A specific date keeps the request from drifting.
If they say yes
“Thank you, I really appreciate it. Could you confirm the new amount and effective date in writing?”
If they say no without a clear reason
“I understand. Can you help me understand what I’d need to achieve to earn a raise, and what that timeline looks like?”
What to do when the answer is no
A no is not always permanent. Clarify the reason:
| Reason given | Your follow-up |
|---|---|
| Budget freeze / timing | “When does the budget open up? Can we schedule a conversation for [month]?” |
| “Performance not there yet” | “What specific things do I need to demonstrate? Can we agree on milestones?” |
| “Not in our pay band” | “Is there a path to a higher band, or a way to expand my role to justify it?” |
| “We can’t exceed the range” | “Can we look at a bonus, extra vacation, or other elements of compensation?” |
| No reason given | “I want to give this my best. Can you help me understand the factors that matter most?” |
A well-handled no keeps the door open. A poorly handled no (anger, ultimatums you don’t follow through on) closes it.
What a raise is worth after tax
A raise doesn’t reach your paycheque in full: income tax, CPP and EI come off the extra pay at your marginal rate. The raise calculator shows how much of a raise you keep, and because later raises are usually a percentage of base pay, a higher base carries forward into every year that follows. The same page covers what people commonly do with the extra money.