Listen to this post: How to Ask for a Raise and Get a Yes (A UK Step-by-Step Plan for 2026)
You open your payslip on a grey Tuesday morning. Same number. Same dull thud in your stomach. You’re doing more than you were hired to do, but your pay hasn’t moved in step. It’s not greed, it’s gravity. You’ve outgrown the figure.
Asking for a raise can feel like walking into a room where everyone already knows the answer. In the UK in 2026, budgets can be tight and many annual increases sit in a modest band, often shaped by company pay reviews and inflation pressure. Forecasts and recent pay trend reporting point to typical in-role rises in the low single digits for many people, while stronger cases can land closer to roughly 4 to 5 percent, and bigger jumps usually need a clear change in scope or level.
This guide gives you a calm plan that works in-person, on video, or in hybrid teams. No big speeches, no awkward hints. Just proof, timing, and a clear ask.
Get ready before you ask, the prep that makes “yes” easier
A raise is easier to approve when it looks like a sensible decision, not a favour. Give your manager something they can take to finance without rewriting your story from scratch.
Give yourself 1 to 2 weeks to prepare. That short runway does two things. It builds your confidence, and it stops the conversation turning into opinion versus opinion.
Collect proof of your impact (use numbers, not vibes)
You don’t need to be in sales to use numbers. Most work leaves footprints, you just need to pick them up.
Think in these buckets:
- Money: revenue won, costs avoided, supplier spend reduced.
- Time: hours saved each week, faster turnaround, fewer handoffs.
- Quality: fewer errors, fewer escalations, cleaner audits.
- Customers: better reviews, improved response times, higher retention.
- Team flow: smoother onboarding, clearer docs, fewer late nights.
Use this mini template to keep it sharp:
Impact line: I did X, which led to Y, measured by Z.
Examples (adapt the shape, not the wording):
- I redesigned the weekly report, which cut prep time by 2 hours, measured across 12 cycles.
- I fixed the top support issue, which reduced repeat tickets by 18 percent, measured in the helpdesk dashboard.
- I created a handover checklist, which reduced onboarding time by 1 week, measured across three new starters.
Gather proof like you’re packing a folder for future-you:
- screenshots of dashboards
- ticket links and closure notes
- client emails and stakeholder praise
- before-and-after metrics
- a short list of projects shipped and dates
If you can’t get perfect numbers, use a sensible proxy. “Average response time fell from around 2 days to under 1 day” is still useful if it’s true and you can show the source.
A simple tracker helps. Keep it boring and consistent.
| Achievement | What you did (X) | Result (Y) | Measure (Z) | Evidence link/note |
|---|---|---|---|---|
| Example | Reduced repeat queries | 18% fewer repeats | Helpdesk tag report | Screenshot dated 4 Jan |
| Example | Shortened handover | 1 week faster ramp-up | Onboarding checklist | Manager email praise |
If you want extra structure, Hays has a practical overview of building a pay rise case that can help you sanity-check what counts as strong evidence: https://www.hays.co.uk/career-advice/article/build-your-payrise-case
Check your market value in the UK (and pick a clear target)
A raise request lands better when it’s grounded in market reality. Your manager may like you, but they also have pay bands, budgets, and internal parity to protect.
When you check market value, compare like-for-like:
- Role and level (not just job title)
- Location (London, regional, remote UK)
- Sector (public, private, charity, start-up)
- Skills that are scarce in your niche
- Years of relevant experience, not years alive
Use a few sources, then look for the overlap. Tools like Glassdoor, Payscale, and LinkedIn Salary are a good starting point, but don’t treat any single figure as gospel.
Pick two numbers:
- A range that reflects the market (for example, £42k to £48k).
- A single ask number inside that range (for example, £47k).
In 2026, many companies will still think in annual review cycles. A “standard” uplift might be low single digits in some firms, while broader pay trend reporting has pointed to average budgets and outcomes that can sit higher, closer to roughly 3.6 to 5.0 percent in many cases. Promotions or major scope increases are where you’re more likely to see double-digit jumps, because you’re moving to a new bracket, not just adjusting within the same one.
Also remember total package. If salary movement is tight, these can matter:
- bonus (or a one-off recognition payment)
- pension contributions
- equity (where relevant)
- paid training and exams
- extra holiday purchase or additional days off
- flexible working pattern
For a UK-flavoured look at negotiating total compensation in 2026, this overview is a helpful companion read: https://www.advancerecruitment.net/blog/view/320/Negotiating-Your-Worth-Securing-The-Best-Total-Compensation-In-2026
Choose the right moment and set up the meeting like a pro
A raise conversation shouldn’t feel like an ambush. The goal is to make it planned, fair, and easy to progress. When it’s set up properly, your manager can prepare, check banding, and talk to the right people.
In many UK companies, pay reviews tie to budget planning, year-end, or a fiscal cycle. Asking in the same week budgets are locked can be like trying to change a train’s destination after it leaves the station. Asking before decisions are made gives you room.
Timing that helps (and timing that hurts)
Good timing usually has one thing in common: you’ve made life easier for the business, and people have noticed.
Good moments:
- Right after you deliver a project that mattered.
- After written praise from a client or senior stakeholder.
- During a performance review window (or just before it).
- When you take on new scope that used to belong to someone else.
- After probation, once you’ve shown your pace and reliability.
Bad moments:
- During an end-of-quarter scramble or a major outage.
- Right after layoffs, a hiring freeze, or a failed target.
- When your manager is firefighting and barely sleeping.
- When you’ve just dropped the ball and emotions are still warm.
A quick UK note: April can be a pressure point in many organisations because wage changes and annual cost planning often tighten budgets. If you can tie your ask to impact, not only cost of living, it stays professional even when everyone feels the pinch.
If you’re curious how employers think when these requests land, Morgan McKinley’s view from the other side can help you understand the internal process and delays: https://www.morganmckinley.com/uk/article/handle-pay-rise-request
Send a simple meeting request that doesn’t sound scary
You’re not asking for a “big chat”. You’re booking a short, private meeting with a clear topic. That’s all.
Keep it calm and direct. Here are scripts you can copy.
Teams/Slack message
- “Hi [Name], can we book 20 minutes this week to review my performance and compensation? I’d like to share a few results from recent work and discuss next steps.”
- Subject: Performance and compensation review (20 mins)
- “Hi [Name], could we book 20 minutes on [day] or [day] to review my performance and compensation? I’ll bring a short summary of recent outcomes and a proposal for my salary going forward.”
Small details that help:
- Offer a time window and let them choose.
- Pick a private slot, not five minutes between meetings.
- Avoid hallway chats and “quick ones” in the kitchen.
- Add a one-line agenda so they can prepare.
Run the raise conversation, what to say, how to say it, and what to do next
Think of the conversation like a tidy file. You open it, you show the evidence, you make the request, then you agree what happens next.
Aim for a steady tone. Friendly, clear, and firm. The biggest mistake people make is talking too much, either to fill silence or to soften the ask until it disappears.
A simple raise script that sounds confident (not demanding)
Use this flow: open, evidence, market, ask, pause, next steps.
Salaried role script (fill in the brackets)
“Thanks for making time, I wanted to talk about my performance and compensation. Over the last [3 to 6 months], I’ve delivered [achievement 1 with number], [achievement 2 with number], and [achievement 3 with number].
Based on the scope of my role now and market ranges for similar positions in the UK, I’d like to discuss moving my salary to £[your ask] (or an increase of [x]%).
Is that something we can approve this cycle? If not, what would it take to make it happen, and by when?”
Hourly pay script
“Over the last [time period], I’ve improved [two outcomes], measured by [simple proof]. I’d like to discuss increasing my hourly rate to £[your ask]. What’s the process and timeline to review and approve that?”
Remote or hybrid version (one line to reduce awkwardness)
“I’ve pulled this into a short summary I can share on screen, then we can talk through it.”
After you ask, stop. Let the silence do its job. People often talk themselves down because quiet feels uncomfortable. Quiet is fine.
If you want additional script ideas, Indeed’s UK guide has examples you can adapt to your own voice: https://uk.indeed.com/career-advice/pay-salary/how-to-ask-for-a-pay-rise
Handle common pushbacks without getting defensive
Pushback isn’t a personal attack. It’s often a budget, timing, or process issue. Your job is to turn vague resistance into clear criteria.
“There’s no budget.”
“Thanks for being straight with me. When does budget reopen, and what would you need from me between now and then to support this request?”
“Not now.”
“I understand. Can we set a date to revisit, say [month], and agree what success looks like by then?”
“You’re doing well, but…”
“I appreciate that. What’s the gap you’re seeing, and what two or three goals would close it?”
“We don’t do off-cycle raises.”
“Okay. In that case, can we agree to put this into my next review, and confirm the target salary and the decision date now?”
“That’s too high.”
“Understood. The reason I suggested £[ask] is [market range] and the scope I’m covering now. What number is workable within the band, and what would need to change to reach £[ask]?”
If the best they can do is lower than your ask, counter with calm maths and a clear line:
- “If £[offer] is the limit today, can we agree £[slightly higher] now and a review in [8 to 12] weeks tied to [measurable goals]?”
If salary is genuinely stuck, discuss trade-offs that still move your life forward:
- a one-off bonus
- title change (if it places you in a higher pay band)
- training budget for a qualification that boosts your value
- extra holiday
- flexible working days
- a written promise of an earlier review date
For a more human angle on keeping your nerve in the conversation, this piece from British GQ has practical tips on tone and timing: https://www.gq-magazine.co.uk/article/how-to-ask-for-a-pay-rise-without-blowing-it
Follow up in writing so nothing gets “forgotten”
A follow-up email stops the conversation fading into “We’ll see”. Keep it friendly, short, and factual. You’re not writing a contract, you’re writing a memory.
Follow-up email template
Subject: Recap, compensation discussion
“Hi [Name], thanks for talking today. As agreed, my request is to move to £[ask] (or [x]%) based on [one-line reason: scope, outcomes, market]. You’ll review this with [HR/Finance] and come back by [date].
In the meantime, I’ll focus on [goal 1] and [goal 2] and share progress by [date]. Let’s book a quick check-in for [meeting date].
Thanks again,
[Your name]”
Then set a calendar reminder for two days before the decision date. Not to chase, just to stay organised.
Conclusion
Asking for a raise is normal work, not a personal favour. The strongest requests come down to proof, good timing, and a clear number you can say without flinching. Take one small step today: start a wins list, check your market range, or book the 20-minute meeting. If the answer is “not yet”, turn it into a plan with dates and targets, then come back and collect your yes.
