How to Ask for a Raise When You Are Underpaid (With Sample Wording)

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Finding out you’re underpaid is frustrating. Maybe a job posting for your role lists a higher range, a new hire seems to be earning more, or your responsibilities have grown while your pay hasn’t. Whatever the trigger, the next step is the same: build a clear case and ask.

Many people never ask, or they ask in a way that’s easy to brush off. This guide walks through how to ask for a raise when you are underpaid, step by step: confirming the gap with real data, documenting your value, choosing the right moment, and using wording that is direct without being confrontational. Sample scripts are included throughout.

Step 1: Confirm That You’re Actually Underpaid

Before you ask, find out what your role pays in your area. Your request will be much stronger if it’s based on data rather than a feeling.

Good places to start:

• The Bureau of Labor Statistics. The Occupational Outlook Handbook lists typical pay for hundreds of occupations, and the Occupational Employment and Wage Statistics program publishes wage estimates by occupation, state, and metro area.
• CareerOneStop’s Salary Finder. Sponsored by the U.S. Department of Labor, the Salary Finder lets you search wages by occupation and location using BLS data.
• Job postings. Some states and cities now require employers to include pay ranges in job ads. Postings for similar roles near you are a useful real-world check.
• Professional associations and peers. Industry groups sometimes publish salary surveys, and people in similar roles can give you a sense of what’s normal.

Compare like with like: the same job title and similar duties, experience, and location. Government data reflects wide averages, so treat it as a range, not a precise target.

Talking with coworkers about pay. In the U.S., the National Labor Relations Board explains that employees covered by the National Labor Relations Act have the right to discuss wages with coworkers, and that rules banning those discussions are unlawful for covered employees. Coverage has exceptions (for example, supervisors and most government employees aren’t covered by the Act), so check your situation if you’re unsure.

Step 2: Document Your Value

Market data shows what the role is worth. Your track record shows what you are worth. Write down:

• Results. Revenue brought in, costs saved, projects delivered, customers retained, problems solved.
• Scope changes. New responsibilities, people you now train or supervise, systems you own.
• Skills you’ve added. Certifications, software, licenses, or languages that make you more valuable.
• Positive feedback. Notes from customers, managers, or colleagues.

Use numbers where you honestly can, and keep each point short. A one-page summary is easier for a manager to share with whoever approves pay.

If you’ve been building high-income skills, this is where they count. Show how those skills changed what you deliver.

Step 3: Decide on Your Number

Go in with a specific figure, not “a bit more.”

• Base it on your research and your documented value.
• Know your target and your minimum, but only share the target.
• Consider asking for a figure near the upper part of the range your research supports, as long as you can justify it.

Also think about alternatives in case the budget truly isn’t there: a scheduled review date, a title change, extra paid time off, training budget, flexible hours, or a written plan for the next increase.

Step 4: Pick the Right Time

Timing doesn’t guarantee a yes, but it helps.

Good times:

• A few weeks before budgets or annual reviews are set.
• After a clear win, such as finishing a big project or landing a key client.
• When you’ve taken on significantly more responsibility.

Times to avoid:

• During layoffs, major losses, or a crisis.
• When your manager is visibly overloaded or has just received bad news.
• In a hallway or at the end of an unrelated meeting.

Request a dedicated meeting. That alone signals that this is a serious conversation.

Step 5: Request the Meeting

Keep the request short and professional. You don’t need to put your whole case in writing yet.

Sample email (illustrative):

Subject: Time to discuss my compensation

Hi [Manager’s name],

Could we set up 30 minutes in the next week or two to talk about my role and compensation? I’ve put together a summary of my work over the past year and some market information I’d like to go over with you.

Thanks,
[Your name]

Step 6: Make Your Case in the Meeting

Open calmly, present the evidence, state your number, and then stop talking and listen.

Sample meeting script (illustrative):

“Thanks for making time. I’d like to talk about my compensation.

Over the past year, I’ve taken on [new responsibility], led [project], and [specific result, such as reducing callbacks or bringing in new accounts]. I’ve put the details on this page.

I also looked at what similar roles in our area pay, using Bureau of Labor Statistics data and current job postings. Based on that and the scope of my role now, I’d like to ask for an increase to [specific figure].

I enjoy working here and want to keep growing with the company. What would it take to get there?”

A few tips:

• Stay focused on value and market data, not personal finances. Rising rent is real, but your employer pays for the role and results.
• Be careful comparing yourself to specific coworkers. Market data is usually more persuasive and less personal.
• Avoid ultimatums unless you mean them. “I’ll leave if I don’t get this” can end the conversation, and your job, faster than you expect.
• Use silence. After you state your number, let your manager respond.

Step 7: Handle the Response

If the answer is yes: Thank them, and ask when it takes effect and whether it will be confirmed in writing.

If the answer is “not right now”: Ask what would need to happen.

Illustrative wording: “I understand. Could we agree on what I’d need to show, and set a date to revisit this, maybe in three months?”

Then follow up with a short email confirming what you agreed. That turns a vague maybe into a plan.

If the answer is a flat no: Stay professional. Ask for feedback: “Can you help me understand what’s behind that? Is it the budget, my performance, or how the role is valued?” The answer tells you a lot about your future there.

If they push back on your data: Listen, and ask what data they use. Sometimes the company has a pay structure or role level you didn’t know about. That’s useful information either way.

Step 8: Know Your Options

If you’ve made a clear, well-supported case and your employer can’t or won’t move, you have a decision to make. Changing jobs is a common way to reset your pay, but it comes with costs and risks. Think through the opportunity cost of staying versus leaving: pay, growth, stability, commute, benefits, and the people you work with.

You don’t have to decide immediately. Updating your résumé, talking to people in your field, and quietly exploring other roles can give you a clearer picture of your market value before you make a move.

Common Mistakes to Avoid

• Asking without preparation. “I think I deserve more” is easy to deflect.
• Apologizing for asking. Asking for fair pay is a normal part of work.
• Bringing emotion instead of evidence. Frustration is understandable, but facts carry the conversation.
• Accepting a vague promise. “We’ll look at it later” needs a date and criteria.
• Waiting for your manager to notice. Most managers are busy. Make it easy for them to see your case.

Make It a Habit

Pay conversations get easier with practice. Track your wins throughout the year, check market pay at least annually, and set clear career goals so you know what you’re working toward. A framework like SMART goals can help turn “earn more” into a specific, time-bound plan.

Frequently Asked Questions