When to Ask for a Raise (And How to Time It Right)

You've been putting off the raise conversation for months. Maybe years. You know you deserve more — your responsibilities have grown, you've delivered results, and a quick look at market data confirms you're underpaid.

But every time you think about actually asking, the same questions stop you: Is this the right time? What if the company just had a bad quarter? What if my manager says no and things get awkward?

Here's the truth most people miss: when you ask matters almost as much as what you ask for. A well-deserved raise request made at the wrong time gets a polite "let's revisit this later." The same request, timed to your company's budget cycle and backed by the right data, gets a yes.

Let's break down exactly when to make your move — and what to say when you do.

Why Timing Makes or Breaks Your Ask

Managers don't hand out raises whenever they feel like it. In most organizations, compensation changes happen inside specific windows — tied to annual reviews, budget approvals, or fiscal year planning. Ask outside those windows and even a supportive manager may genuinely not be able to help you.

A 2024 PayScale survey found that 70% of people who asked for a raise received one — but the success rate varied dramatically based on timing. Those who aligned their request with performance reviews or budget cycles were nearly twice as likely to get what they asked for compared to those who asked at random.

The goal isn't just to ask. It's to ask when the system is set up to say yes.

The Company Calendar: Know Your Windows

Every company has a compensation rhythm. Your job is to figure out what it is and work backward from the key dates.

Annual Performance Reviews

Most companies tie compensation decisions to annual reviews. If your review is in December, the budget for raises was likely set in October or November. That means your raise conversation needs to happen 6–8 weeks before reviews — not during the review itself, when decisions have already been made.

Think of the review as the announcement, not the decision. The real negotiation happens in the weeks leading up to it.

Budget Planning Cycles

Companies typically plan budgets 2–3 months before their fiscal year starts. For calendar-year companies, that's October through December. For companies with a July fiscal year, it's April through June.

This is when your manager's manager is dividing up the compensation pool. If your manager hasn't already put your name forward for an increase by this point, you're unlikely to get one until the next cycle.

How to find out: Ask your manager directly — "When does our team's budget planning happen?" It's a completely normal question, and the answer tells you exactly when to time your ask.

Post-Funding or Revenue Milestones

At startups, raises often happen after funding rounds or when the company hits revenue targets. If your company just closed a Series B or beat its quarterly revenue goal, that's a natural moment to discuss compensation. Money is flowing, morale is high, and leadership is thinking about retention.

After Organizational Changes

If your team just went through a reorg, merger, or significant hiring push, compensation structures are being reviewed anyway. This can be an excellent time to raise the topic — especially if your role has expanded as a result of the change.

Personal Timing Signals: When YOUR Case Is Strongest

Company calendars tell you when the door is open. Your personal track record tells you how strong your case is when you walk through it.

You Just Delivered a Major Win

The single best time to ask for a raise is in the afterglow of a visible achievement. You shipped a critical feature. You landed a major client. You solved a problem that had been dragging on for months. The impact is fresh, measurable, and everyone knows about it.

Don't wait for the feeling to fade. Momentum matters — both in how your manager perceives your value and in how confident you feel making the ask.

Your Responsibilities Have Expanded

If you're doing the work of a more senior role — managing people, owning a larger scope, leading cross-functional initiatives — without the corresponding title or pay, you have a structural argument for a raise. This isn't about "I work hard." It's about "my actual job description no longer matches my compensation level."

This is especially common after departures. When a senior colleague leaves and you absorb their responsibilities, that's not a temporary favor — it's a role change that should come with a pay adjustment.

You've Hit a Tenure Milestone

One year, two years, three years — each milestone is a natural checkpoint. If your salary hasn't been adjusted since you started, a tenure milestone gives you a concrete reason to open the conversation: "I've been here for two years now, and I'd like to discuss how my compensation has kept pace with my growth."

You Have an External Offer

This is the nuclear option, and it should be used carefully. An external offer gives you maximum leverage — but only if you're genuinely willing to leave. Using a competing offer as a bluff can backfire badly if your company calls it, and even if it works, it can damage trust.

If you do have a genuine offer, read should you accept a counter-offer before making any decisions. Counter-offers come with their own risks.

When NOT to Ask

Timing isn't just about finding the right moment — it's about avoiding the wrong ones.

During company-wide layoffs or cost-cutting. Even if your individual performance is stellar, asking for more money while colleagues are losing their jobs shows poor situational awareness. Right after a mistake or missed deadline. Wait until you've recovered and delivered a win. Asking from a position of weakness rarely works. When your manager is under visible stress. A manager dealing with their own performance issues, a difficult reorg, or personal challenges isn't in a position to advocate for you. Read the room. Monday mornings or Friday afternoons. This sounds minor, but it matters. Midweek, mid-morning is when people are most focused and receptive. Don't ambush your manager when they're ramping up for the week or mentally checked out. During the review itself. As mentioned above, by the time the formal review happens, the compensation decisions are usually locked. The review is for communication, not negotiation.

Your Raise Timing Checklist

Before you schedule the conversation, run through this list:

☐ I know when my company's budget planning cycle happens

☐ I'm asking 6–8 weeks before performance reviews, not during them

☐ I have at least 2–3 specific, measurable achievements to reference

☐ I've researched my market rate using multiple sources

☐ The company is financially stable (no recent layoffs or hiring freezes)

☐ My manager is in a stable position and not under unusual stress

☐ I haven't had a raise adjustment in the last 12+ months

☐ I'm asking midweek, in a private setting, with enough time for a real conversation

☐ I have a specific number in mind, anchored to market data

If you can check most of these boxes, your timing is strong. If several are unchecked, consider waiting for a better window — but set a specific date so "waiting" doesn't become "never asking."

Scripts: Exactly What to Say

The hardest part is often the first sentence. Here are word-for-word scripts for different scenarios.

Script 1: The Standard Ask (Performance-Based)

"Thanks for making time for this. I wanted to discuss my compensation. Over the past year, I've [taken ownership of X project / grown our team's output by Y% / led the migration to Z]. Based on my research into market rates for [your role] in [your city], I believe my current salary is below the median range. I'd like to discuss adjusting it to [specific number or range] to reflect both my contributions and the current market."

Script 2: The Expanded-Role Ask

"I'd like to talk about my compensation in light of how my role has evolved. When I started, my responsibilities were [original scope]. Over the past [timeframe], I've taken on [list expanded duties — managing direct reports, owning a larger budget, leading cross-team initiatives]. These responsibilities align more closely with a [senior title] role, which typically pays [market range]. I'd like to discuss bringing my compensation in line with the scope of work I'm actually doing."

Script 3: The Market-Data Ask

"I want to start by saying I really value my role here and the work we're doing. I've been doing some research on compensation for [your role] in [your market], and I've found that the current range is [range from salary data]. My salary is currently [X% below the midpoint]. I'd like to discuss an adjustment to bring it closer to the market rate — I think [specific number] would be fair given my experience and contributions."

Script 4: The Follow-Up (After a Previous "Not Now")

"A few months ago we discussed my compensation, and you mentioned [what they said — e.g., revisiting after Q2 / after the next review cycle / when the budget allows]. I wanted to circle back on that. Since our last conversation, I've [new achievements]. I'd like to revisit the conversation about adjusting my salary to [number]."

Handling the Response

If they say yes: Get it in writing. Ask when the change takes effect and confirm the exact amount via email.

If they say "let me look into it": That's usually positive. Follow up within a week: "Just following up on our compensation conversation — is there anything else you need from me?"

If they say no: Don't argue. Ask: "I understand. Can you help me understand what I'd need to demonstrate to earn a raise, and when we could revisit this?" Get a specific timeline and specific goals. Then deliver on them.

Building Your Case Before the Conversation

The best raise requests don't start the day you walk into your manager's office. They start months earlier.

Keep a wins document. Every week, spend five minutes writing down what you accomplished. Projects completed, problems solved, positive feedback received, metrics improved. When it's time to ask, you'll have a comprehensive list instead of trying to remember highlights under pressure. Benchmark regularly. Check your market rate at least once a year. Markets move fast — what was competitive 18 months ago might be 15–20% below market today. Having current data turns "I feel underpaid" into "I am measurably below market." Plant seeds early. In your regular 1:1s, share your achievements and ask about growth paths. When your manager is already tracking your contributions, the raise conversation feels like a natural next step — not a surprise. Quantify everything. "I worked hard" is subjective. "I reduced deployment time by 40%, which saved the team an estimated 12 hours per sprint" is a fact. Numbers make your case harder to argue with.

The Bottom Line

Asking for a raise isn't about courage — it's about preparation and timing. The professionals who consistently earn market rate aren't the ones who work the hardest. They're the ones who understand how compensation decisions actually get made and position themselves accordingly.

Know your company's calendar. Build your case with data. Time your ask to the budget cycle. And walk in with a specific number and the words to back it up.

The money is there. You just have to ask at the right time.

Find out what your role actually pays: Check salary data for your role and city → Think you might be underpaid? Read 7 signs you're underpaid and what to do about it. Preparing for a new job instead? See our salary negotiation guide and learn how to negotiate a higher starting salary. Evaluating how long to stay? Read how long should you stay at a job.