Let’s talk about the most uncomfortable 30-minute meeting in your professional life. Your heart is pounding, your palms are sweaty, and you’re about to do something that feels less like a professional meeting and more like begging. Asking for a raise is awkward, it’s personal, and it’s so stressful that most people simply avoid it altogether, quietly growing resentful as their salary stagnates for another year.
The hard truth is that most people who *do* ask get a vague “no.” Why? Because they ask the wrong way. They make it about *feelings* or *time*, not *value*. They say, “I feel like I’m working really hard,” or “I’ve been here for two years,” or “My rent went up.” Your boss can’t take “feelings” to the finance department. As your no-nonsense career advisor, I’m here to tell you to stop “asking.” It’s time to start “presenting.”
A request for a raise is not a plea; it’s a business case. You are a valuable asset, and you are simply presenting a data-backed proposal for a market-rate adjustment based on your performance. This isn’t about what you “want”; it’s about what you have *earned*. This is your no-BS, step-by-step guide to preparing and delivering a pitch that actually gets a “yes.”
Phase 1: The Prep-Work (This is 90% of the Battle)
A successful raise negotiation is won *before* you ever walk into the room. This is not about emotion; it’s about cold, hard data. If you don’t do this homework, you’ve already lost.
1. Get Your Timing Right (The “When”)
You can have the best case in the world, but if you ask at the wrong time, the answer will be “no.”
- Worst Times to Ask: During a budget freeze, right after a bad quarterly report, when the company is in layoffs, or if your boss is visibly stressed and overwhelmed.
- Best Times to Ask: 3-4 months *before* the annual budget cycle (so your raise can be “built in”), during your annual performance review, or immediately following a *major, quantifiable win* (like saving a huge client or launching a successful project).
2. Know Your Number (The Market Research)
Stop guessing. What you “feel” you deserve is irrelevant. What the *market* pays for your skill set is everything.
- Use data-driven salary tools like Glassdoor, Payscale, and the Robert Half Salary Guide.
- Search for your *exact* job title, your years of experience, and *your city* (a “Senior Analyst” in Toronto makes far more than one in Halifax).
- Find the 50th percentile (average) and the 75th percentile (high-performer) for your role. This is your objective, data-backed “range.” You are no longer asking for a number you want; you are asking for the *market rate*.
3. Create Your “Brag Sheet” (The “Why”)
This is your most powerful tool. It’s a simple, one-page document (Word or PDF) that you will *bring into the meeting*. It is your evidence. It should list:
- Your Top 3-5 Achievements (Since Your Last Raise): Do not list your “responsibilities.” List your *quantifiable accomplishments*. Use the STAR method (Article 22).
- Good Example: “Led the migration of our e-commerce platform, which I managed 10% under budget and launched 2 weeks ahead of schedule.”
- Bad Example: “Responsible for the e-commerce platform.”
- Quantify everything: “Increased new leads by 20%,” “Reduced customer complaints by 15%,” “Trained 3 new team members,” “Saved $10k on vendor costs.”
- New Responsibilities: List any new duties you’ve taken on, especially if they are “above” your current pay grade (e.g., “Took over managing the intern program,” “Now leading the weekly team meetings”).
Phase 2: Booking the Meeting (The Professional Setup)
Do not ambush your boss in the kitchen. Do not “piggyback” this onto another meeting. This is a serious, professional conversation, and you must treat it that way.
Send a professional meeting request via email.
Subject: Career Progression & Compensation Discussion
Body: “Hi [Boss’s Name], I’d like to book 30 minutes with you in the next week or two. I’m eager to discuss my performance over the last year, my future contributions to the team, and my compensation. Please let me know what time works for you.”
This is clear, professional, and gives your boss a “heads up” on the topic so they can also prepare. It signals you are not coming in with an emotional “complaint” but with a structured “discussion.”
Phase 3: The Conversation (How to Present Your Case)
You’re in the room. You’re prepared. You’ve got your “brag sheet.” Don’t be nervous. This is just a business meeting. Here is the script.
1. The Opener (Frame the Conversation)
Start with appreciation, then state your purpose.
“Thanks for making the time. As you know, I’ve really enjoyed my past two years here, especially the work I’ve been doing on [Project X]. I’ve put together a brief summary of my accomplishments from the past year, and based on that value and my research on the market, I’d like to discuss my compensation.”
2. Present Your Evidence (The “Brag Sheet”)
Hand them the one-page “brag sheet.” Don’t make them read it; *walk them through it*. This is your pitch.
“As you can see, in the last 12 months, I’ve focused on three main areas. First, I led the [Project X], which, as you know, launched ahead of schedule and came in 10% under budget. Second, I took the initiative to mentor our three new hires, which helped them onboard 30% faster. And third, my new email campaign workflow has increased our open rates by 25%.”
3. Make the “Ask” (State Your Number)
You’ve shown the *value*. Now you connect it to the *number*. Be confident and direct.
“Based on these contributions, and my research into the current market rate for this role in Toronto—which is between [Your Research Range, e.g., $85,000 and $95,000]—I am asking for my salary to be increased to [Your Specific Number, e.g., $92,000].”
Then, the most important part: STOP TALKING.
Do not fill the silence. Do not say, “but I’m flexible,” or “I know it’s a lot,” or “or whatever you think is fair.” You have made your professional proposal. Be quiet and wait for their response.
Phase 4: Handling the “No” (or the “Maybe”)
A “no” is not the end. It’s the *start* of the negotiation. How you handle this proves your professionalism.
If they say: “I need to think about it.”
You say: “That’s completely understandable. I’m happy to leave my ‘brag sheet’ with you. When would be a good time for us to circle back and follow up on this?” (Get a firm date.)
If they say: “No, we just don’t have the budget.”
You say: “I understand that budget timing is a major factor. Since a salary adjustment isn’t possible right now, could we discuss other forms of compensation? This could be a one-time performance bonus, a new title, additional vacation days, or a professional development budget. Can we also set a firm date, perhaps in 6 months, to re-evaluate the salary component?”
If they say: “No, you’re not at that level yet.”
You say: “Thank you for the direct feedback. That’s exactly what I’m looking to learn. Can we work together to build a 3-month or 6-month plan with specific, measurable goals I would need to achieve to demonstrate I’ve reached that next level and earn this raise?”
Asking for a raise is a milestone, not a confrontation. By transforming your “ask” from an emotional plea into a data-driven business case, you change the entire dynamic. You’re no longer a subordinate asking for a favour; you’re a high-performing professional presenting a case for your market value. That’s the person who gets the raise.
Frequently Asked Questions (FAQs)
1. What is a “realistic” raise to ask for in Canada?
A standard “cost-of-living” or “meets-expectations” raise is 2-4%. A “high-performer” raise is typically 5-8%. If you are being given a major promotion or taking on significant new duties, 10-20% is not unrealistic. But if you’re asking for more than 10%, your “brag sheet” needs to be bulletproof.
2. Should I ever mention a competing job offer?
This is the nuclear option. Only use this if you are 100% prepared to leave your job *that day*. It’s not a negotiation tactic; it’s an ultimatum. Many bosses, even if they match the offer, will resent it and start planning to replace you. It’s far better to make your case based on your *value*, not on a threat.
3. When is the absolute *worst* time to ask for a raise?
The week after company-wide layoffs, the day a major client fires you, or if you are currently on a “performance improvement plan.” Asking at these times shows you are completely unaware of the state of the business or your own performance.
4. What if my boss just says “no” and offers no path forward?
Listen very carefully. If you’ve presented a data-backed case for your value and the market rate, and their answer is a flat “no” with no discussion, they are sending you a clear, powerful signal: “We do not value you at that level, and we never will.” Your next step is to take your “brag sheet,” put it on your resume, and start taking calls from recruiters.
5. Is it better to ask in an email or in person?
In person, 100% of the time. (Or on a video call if you are remote). The email is *only* to book the meeting. This is a serious, nuanced conversation that must be had face-to-face. Never, ever try to negotiate your salary over email or Slack.