I did the following two times. They were the only times I tried and I was successful in both cases:
-I researched how much I should be getting and brought that data to the meeting with my boss. It's usually a little tricky because most data is one-dimensional (e.g. salary per years of experience) but it also opens up more ways to interpret it to your benefit. I insisted on comparing to the market and not to my co-workers.
-I always highlighted what the company or my boss was getting with my work. Never what I needed for myself. Also think about how much it would cost them to replace you.
-I highlighted how my work was changing and how that change should be reflected in my salary (e.g. more responsibility).
-I was open to creative solutions, such as getting half of the raise now, half of it a year later.
-I was prepared to leave if he had strictly refused without good reasons (e.g. a strict company-wide freeze on raises).
Comments
I did the following two times. They were the only times I tried and I was successful in both cases:
-I researched how much I should be getting and brought that data to the meeting with my boss. It's usually a little tricky because most data is one-dimensional (e.g. salary per years of experience) but it also opens up more ways to interpret it to your benefit. I insisted on comparing to the market and not to my co-workers.
-I always highlighted what the company or my boss was getting with my work. Never what I needed for myself. Also think about how much it would cost them to replace you.
-I highlighted how my work was changing and how that change should be reflected in my salary (e.g. more responsibility).
-I was open to creative solutions, such as getting half of the raise now, half of it a year later.
-I was prepared to leave if he had strictly refused without good reasons (e.g. a strict company-wide freeze on raises).
The last time I did this, the raise was 33%.