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Salary increase request email

The emails that win raises lead with evidence, not need. Anchor the ask to specific results — revenue you drove, scope you've taken on, a market rate you've researched — and propose a clear figure or range. Keep the tone collaborative: you're inviting a conversation, not issuing an ultimatum. List your strongest two or three wins below and get a draft that makes the case for you.

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PreviewExample
Subject: Compensation discussion

Hi David,

I would like to discuss my compensation and recent contributions.

Took over the onboarding program and cut churn 18%. Now mentoring two junior teammates. Researched market rate is 12% above my current salary.

Could we schedule time to review this together?

Looking forward,
Morgan

What to include in a salary increase request email

  • A confident opening that frames this as a discussion about your pay
  • Two or three specific results or new responsibilities you have taken on
  • A market rate or clear figure you are asking for
  • An invitation to talk it through rather than a demand

Common mistakes to avoid

  • Leading with personal need instead of your contribution and results
  • Asking for 'more' without naming a specific number or range
  • Framing it as an ultimatum that backs your manager into a corner

Questions about salary increase request email

How do I justify a salary increase in an email? +

Tie the request to concrete results and added scope since your last review, and reference a market rate where you can. Specifics like numbers, projects, and new responsibilities are far more persuasive than general statements about effort.

Should I name a specific number? +

Yes — a figure or a tight range gives your manager something concrete to take forward. Base it on market research for your role and location so it reads as informed rather than arbitrary.

Is email a good way to ask for a raise? +

Email works well to make the case in writing and create a record, especially before a review. Many people pair it with a conversation: raise it in person or on a call, then follow up by email with the details.

What if my manager says no? +

Ask what would need to be true for a yes, and request a timeline to revisit it. Turning a no into a concrete plan — specific goals and a follow-up date — keeps the door open without burning goodwill.

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