Asking for more money is uncomfortable — but it’s often the fastest way to increase your income. Here’s how to do it effectively.
Why You Should Negotiate
The Cost of Not Asking
| Scenario | 10-Year Impact |
|---|---|
| Never negotiate | Baseline salary |
| One successful 10% raise | +£35,000-50,000 lifetime |
| Regular negotiation | +£100,000+ lifetime |
A single successful negotiation compounds over your career through percentage-based raises, bonuses, and pension contributions.
Most People Don’t Ask
| Finding | Percentage |
|---|---|
| Accepted first offer without negotiating | 55% |
| Asked for more and got something | 70% of those who asked |
| Employers expect negotiation | 80%+ |
The majority of people who ask get at least something — but most people never ask.
Before You Ask
1. Know Your Market Value
| Source | How to Use |
|---|---|
| Salary by job data | Find your role’s range |
| Income percentile calculator | See where you rank |
| Glassdoor | Check company-specific data |
| See what similar roles pay | |
| Job adverts | Current market rates |
| Recruiters | Ask what they’re seeing |
2. Document Your Achievements
| Evidence Type | Examples |
|---|---|
| Revenue generated | “Brought in £X of new business” |
| Costs saved | “Reduced spend by £X through…” |
| Projects delivered | “Led X project on time/budget” |
| Problems solved | “Fixed issue that was costing…” |
| Responsibilities gained | “Took on X additional duties” |
| Skills developed | “Completed X certification” |
| Positive feedback | Emails, reviews, testimonials |
Be specific: “Improved customer satisfaction” is weak. “Increased NPS from 32 to 47, reducing churn by 15%” is strong.
3. Understand Your Company
| Factor | What to Research |
|---|---|
| Financial health | Profitable? Growing? Struggling? |
| Pay review cycle | When do raises normally happen? |
| Budget timing | When are budgets set? |
| Your manager’s authority | Can they approve, or escalate? |
| Recent raises given | What’s the precedent? |
4. Calculate Your Ask
| Situation | Reasonable Ask |
|---|---|
| Annual merit increase | 3-7% |
| Underpaid vs market | 10-20% (with evidence) |
| Significant new responsibilities | 10-15% |
| Promotion | 10-25% |
| Counter-offer to job offer | Match or exceed offer |
Pro tip: Ask for slightly more than you want — negotiation typically meets in the middle.
Timing Your Request
Best Times to Ask
| Timing | Why It Works |
|---|---|
| Annual review cycle | Expected, budgeted for |
| After major achievement | Fresh evidence of value |
| When taking on more | Trade value for value |
| After strong results | Company doing well |
| With outside offer | Leverage (use carefully) |
| Before budget finalisation | Money still available |
Worst Times to Ask
| Timing | Why to Avoid |
|---|---|
| During layoffs/redundancies | Company in cost-cutting mode |
| Right after poor performance | No leverage |
| When manager is stressed | Bad timing |
| Immediately after others’ raises | Seems reactive |
| During company crisis | Tone deaf |
| Monday morning/Friday afternoon | Distracted timing |
How to Ask: The Conversation
Setting Up the Meeting
Don’t ambush. Request a dedicated meeting:
“I’d like to schedule 30 minutes to discuss my compensation and career progression. When would work for you in the next week or two?”
Structure of the Conversation
| Phase | What to Do |
|---|---|
| 1. Open | Thank them for meeting, state purpose clearly |
| 2. Evidence | Present your achievements and value |
| 3. Market data | Share what the role pays elsewhere |
| 4. The ask | State specific number confidently |
| 5. Listen | Let them respond without interrupting |
| 6. Discuss | Handle objections, negotiate |
| 7. Close | Agree next steps, get timeline |
Script: The Ask
Opening:
“Thank you for making time. I wanted to discuss my compensation. I’ve been in this role for [X time] and I’d like to review my salary based on my contributions and the current market.”
Evidence:
“Over the past year, I’ve [achievement 1], [achievement 2], and [achievement 3]. Specifically, [quantified result].”
Market data:
“I’ve researched the market, and similar roles in our industry are paying £X-Y. I’m currently at the lower end of that range.”
The ask:
“Based on my performance and the market data, I’d like to discuss an increase to £[specific number].”
Then stop talking. Let them respond.
Script: Handling Objections
“We don’t have the budget”
“I understand budget constraints. Can we discuss a timeline for when this might be possible? Or are there other forms of compensation we could explore?”
“You haven’t been here long enough”
“I appreciate the company’s typical timeline. Given my achievements — specifically [examples] — I believe my performance warrants an earlier review. What would I need to demonstrate to accelerate this?”
“We need to think about it”
“Of course. Can we schedule a follow-up in [two weeks] to continue the discussion?”
“Everyone’s in the same boat”
“I understand the broader situation. My request is based on my specific performance and market value. Could we discuss what it would take for an exception?”
“Your performance hasn’t warranted it”
“I’d appreciate specific feedback on where I need to improve. Can we set clear goals and revisit this in three months?”
What to Negotiate Beyond Salary
If base salary isn’t moving, consider:
| Benefit | Value |
|---|---|
| Bonus | One-off or ongoing |
| Pension contribution | Tax-efficient extra pay |
| Holiday days | Time has value |
| Flexible working | WFH, compressed hours |
| Training/education | Company-funded courses |
| Job title | Helps future earnings |
| Remote work | Save commute costs |
| Car allowance | Monthly benefit |
| Private healthcare | £500-1,500/year value |
| Review timeline | Earlier next review |
Calculating Non-Salary Benefits
| Benefit | Approximate Annual Value |
|---|---|
| Extra 5 days holiday | ~5% of salary |
| Private healthcare | £500-1,500 |
| 1% extra pension | ~1% salary (tax-free) |
| Full WFH | £2,000-5,000 (commute savings) |
| Training budget | Face value |
After the Conversation
If You Get the Raise
| Action | Why |
|---|---|
| Thank your manager | Builds relationship |
| Get it in writing | Confirm details |
| Ask about next steps | When does it start? |
| Track new salary | For future negotiations |
| Don’t tell colleagues | Causes issues |
If You’re Told No
| Response | What to Ask |
|---|---|
| Ask for feedback | “What would I need to improve?” |
| Ask for timeline | “When can we revisit this?” |
| Ask for alternatives | “Are there non-salary options?” |
| Set clear goals | “What does success look like?” |
| Thank them | Stay professional |
If No Is Really No
| Sign | What It Means |
|---|---|
| “Not now, not ever” | Time to look elsewhere |
| No path to promotion | Limited growth |
| Below market with no fix | Being taken advantage of |
| Excuses but no plan | Empty promises |
Reality: Sometimes the only way to get market rate is to change jobs. Workers who switch jobs typically see 10-20% increases versus 3-5% staying put.
Special Situations
Negotiating a Starting Salary
| Timing | Approach |
|---|---|
| After offer, before accepting | “I’m excited about the role. Is there flexibility on the salary?” |
| They ask your expectation | Give a range (higher end first) |
| They make first offer | Always negotiate — first offers have room |
Never lie about current salary — it can be grounds for dismissal if discovered.
Counter-Offers When You Have Another Job
| Do | Don’t |
|---|---|
| Be honest you have an offer | Bluff about imaginary offers |
| Give them fair time to respond | Set unreasonable deadlines |
| Consider total package | Focus only on money |
| Be prepared to leave | Threaten without following through |
Warning: Counter-offers are risky. Statistics show many who accept counter-offers leave within 12 months anyway — trust may be damaged.
If You’re Already Underpaid
| Approach | Script |
|---|---|
| Acknowledge gap | “I’ve realised my salary is significantly below market” |
| Present data | “The going rate is £X-Y, I’m at £Z” |
| Stay professional | “I’d like to discuss a correction” |
| Be patient | Large jumps may take 2 steps |
Common Mistakes
| Mistake | Why It Fails |
|---|---|
| No evidence | Opinions vs facts |
| Ultimatums | Damages relationship |
| Comparing to colleagues | Creates HR issues |
| Emotional appeals | “I need more” isn’t compelling |
| Bad timing | Message lost |
| Not having a number | Seems unprepared |
| Asking too often | Becomes annoying |
| Accepting verbal promises | Get it in writing |
Negotiation Checklist
Before the Meeting
| Task | ✓ |
|---|---|
| Researched market rate | ☐ |
| Documented achievements | ☐ |
| Quantified impact where possible | ☐ |
| Prepared specific salary number | ☐ |
| Scheduled dedicated meeting | ☐ |
| Checked company/manager timing | ☐ |
| Practised key points | ☐ |
During the Meeting
| Task | ✓ |
|---|---|
| State purpose clearly | ☐ |
| Present evidence | ☐ |
| Make specific ask | ☐ |
| Listen to response | ☐ |
| Handle objections calmly | ☐ |
| Discuss alternatives if needed | ☐ |
| Agree next steps | ☐ |
After the Meeting
| Task | ✓ |
|---|---|
| Send thank you email | ☐ |
| Confirm agreement in writing | ☐ |
| Note timeline for follow-up | ☐ |
| Track for next negotiation | ☐ |