What do you do if you want to prove your value and negotiate a higher salary or raise?

1. Ensure you are trully honest with the numbers or anything you claim as a accomplishment. 2. Ensure the accomplishment give impact to the company, not only in narrative, but also in quantify way 3. Ensure you have a sense of "Am I worth to this raise?"

Present clear evidence of your achievements and how they have benefited the company, such as increased revenue or improved efficiency. Highlight specific skills and contributions that set you apart from your peers. Finally, research industry salary benchmarks to justify your request and demonstrate your market value.

I agree with the above, and I would advise to have numbers ready. Keep it brief but have relevant numbers that prove the statements you are claiming.

When assessing your value, don't forget your human capital. Did you coach a peer through a sale or resolve a conflict between two associates? Did you help a team member troubleshoot a customer issue, preventing a cancellation? Reflect on the unique aspects of your role that others might not replicate. While someone else might achieve similar sales numbers, would they have your connection with the team and customers? The company would lose this unique value if you weren't there. Emphasizing these points can strengthen your case when negotiating a higher salary or raise.

*Dear friends salary negotiation is abandoned skill we have to work hard to prove our worth and then ask for raise,we can also negotiate once you can proven your worth. 1.Assess Value ! 2.Market Research 3.timing matters 4.presentation prep 5.negotiation tactics 6.follow up plan !

Don't wait until you want a raise or assess your value to make friends with recruiters! Sure, not all of them will want to be your friend and act as a sounding board or even an advisor, but many will be happy to have you in their network and to have a discovery call with you. This is a win-win situation, especially for agency recruiters. As a candidate - you get to pick their brains on the market and their assessment of your profile. As a recruiter - these connections strengthens our network and enhances our reputation as trusted advisors in the industry. Don't hesitate to reach out and connect with recruiters – we're here to help you succeed!

While I agree with market research, you have to know your value and the contribution you are having which makes a positive impact on the business. Your value is not given by what others do or location and trends. Your value is your own.

You would not have approached this opportunity unless you have done market research. Knowing what you want, and doing your homework on from where, how, when, what position and the likes you want will help you prepare yourself for the opportunity at hand. Unless you have spent enough time knowing about all of the above you will not be able to project your value proposition. If you have been approached then you have some leverage, but if you are applying then you better have your numbers, JD and all associated questions researched before hand

I've found it helpful to present some of the above and beyond work that brought improvement or accomplished a goal. This "in it to win it" example along with the timing, can really help seal the higher rung. Even if it doesn't happen right away, it's a good bet you'll be on a shirt list when promotions become available.

It is important to understand the market value of your efforts. While we do that, one needs to also be careful of not introducing a selection bias in the Data Points, and that we are comprehensive in our research. For example, one may say that my role, with my educational background, and years of experience commands '$.xyz' value in the market amongst such and such companies. This is a good start. However, we have to go deeper and research these benchmarks as well so as to understand, that if there exists a variance in the CTC, are there any other factors such as Company Size, Core Product (role criticality), Geography, etc. contributing to the gap. We need to be coherent, fair and mindful. This makes one better prepared to make the case.

As with everything, timing is key! And the above highlights very well the importance of choosing your moment carefully for a positive outcome.

Timing does matter but sometimes there are opportunities that get opened up which you have to latch on too. You need to stay abreast about your company growth and development and keep your current organisation know of your aspirations so that if they find you fit it, you will be approached accordingly.

While timing matters, so does the culture of the organisation. Be mindful of both. For example, in a certain flat organisations, it is never a bad time to speak your mind or raise your concerns; while at other places (or even in specific teams - goes to leadership), it might never be a good time. While in the first case, it might never hurt to sow the seed if you strongly feel about it; in the latter, a more traditional or alternative approach might be the way to go.

Know when the budgets for your department is discussed in the management and plan your demand for a raise shortly before that. List the things you did very well, things for which you represent a unique value within the company, outstanding achievements you attained in the past 1-3 years (since your last raise). And if you did some research, then you should also have an idea of a reasonable raise to ask for (don't get greedy).

The common mistake many people incur in is to focus their presentation only on their achievements. You need to take into consideration that every achievement of yours brings a value to company, so, you need to create a "value file", describing the problem you solved, what was its impact on the business (production rupture, delivery delay, etc.), monetize the impact of the problem (how many $ the company was losing or not gaining), what you and your team did to solve | mitigate | innovate, what was the outcome of your achievement and then monetize the result (how many $ the company stopped losing | started ganing). After this, present the fair compensation you deserve to continue bringing such results.

Keep your pitch short and to the point and be confident in your presentation. Also remember, backup all the achievements with facts and numbers.

Für die Vorbereitung hilft das SEEC-Modell: 1. Statement (Aussage): die Aussage, die Kernbotschaft 2. Explanation (Begründung): warum trifft die Aussage zu, herstellen des kausalen Zusammenhangs - aus der Perspektive des Gegenübers 3. Example/Evidence (Beispiel/Beweis): anhand eines konkreten Beispiels die Begründung untermauern. Je anschaulicher und besser zugeschnitten auf den Zuh?rer, desto wirksamer. Welche Ziele will ihr Gegenüber erreichen, wozu Sie konkret einen wichtigen Beitrag leisten. 4. Constraint (Beschr?nkung): vorwegnehmende Einwandbehandlung. M?gliche Gegenargumente im Vorfeld identifizieren und direkt entkr?ften.

Asking for a raise or promotion is a game of numbers. If you are in sales or marketing then you can showcase clearly. But if you are a technical person and handling project you can apply the same principles of sales to your project. For example how your team helped save dollars bu executing the project in a certain way compared to some other traditional way. How with such small team you were able to handle thereby increasing the profitability of the project. How a turnaround of a problem identified and solved help the company.

Always be prepared with a short as well as long version of your pitch, once you are ready with your reason and rationale. While some folks may require you to help them with details, so as to pitch further up and about the hierarchy, a key-decision-maker may want you to shoot the highlights for them. You might be normally expected to deal with one or the other, depending on what role(s) you report-into. However, it never backfires to be slightly over-prepared. After all, it could pay-off as training for other instances in the future, if nothing!

You have to know what you have done for the last 3-6 months and what metrics did you improve either personal or company’s. It’s now about expecting that someone will notice your impact, its about knowing what you are good at and why company should appreciate your work.

Negotiation tactics: it's not always about money. Consider other benefits such as improved health insurance, extra vacation days, increased bonus %, flexible work hours, or professional development opportunities. Make a list of all the extra benefits you would be interested in.

One thing I found helpful. Is to give my experience and problems that I have solved in recent past that have saved my employers money.

Zus?tzlich zum Herausstellen eigener Leistungen ist es wichtig, seine eigenen Ziele vor Augen zu haben und auch die eigene Schmerzgrenze im Vorfeld zu identifizieren. Sofern Gehaltserh?hung im Sinne von Geld eine Schwierigkeit darstellen, im Vorfeld überlegen, welche nicht monet?ren Benefits (Dienstwagen, Jobrad, Jobticket) für einen attraktiv sind. In der Regel sind derartige Vergünstigungen für den Arbeitgeber attraktiver, weil günstiger.

If your presentation was crisp and clear then there would be no follow up required since this would have been closed on the spot The follow up is only when these are initial stages of preparation and negotiation. You need to follow up to find the progress of this activity and the time frame by which you can expect results

Always thank your colleagues and seniors, no matter what the outcome, for giving you a patient and considerate ear. Going by the pulse of your conversation, you may further briefly suggest or request a follow-up appointment on the topic.

For any successful operation, first and foremost is Mindset and Confidence. Once you prepare yourself for the next level and you apply that in your day to day action then it gravitate towards you. Asking for it is then just a step rather than a hurdle to jump over.

To prove your value and negotiate a higher salary or raise, start by thoroughly documenting your achievements and contributions to the company, such as completed projects, revenue generated, or efficiency improvements. Prepare a detailed report highlighting these accomplishments along with any positive feedback from clients or colleagues. Research the average salary for your position in your industry and region to set a realistic target. Schedule a meeting with your supervisor, presenting your case confidently and clearly, emphasizing your dedication, results, and the market data. Be prepared to discuss your future goals and how you plan to continue adding value to the company.

Outcomes matter, for sure. But there is also a more subtle layer, often overlooked. In some organizations, the number of people who will stand up for you can outweigh your results. One should derive from the other but that is not always the case. Cognitive dissonance. Always.

When negotiating salaries, women face unique challenges due to gender biases. Research from Harvard suggests using strategies that mitigate these perceptions. Highlight your value and impact by presenting your achievements with specific metrics, aligning them with company goals. Frame your request communally, emphasizing how a raise benefits the team and company. Prepare thoroughly with market data, considering factors like cost of living and industry standards. Be flexible, discussing alternative benefits such as better health insurance, extra vacation days, or increased bonuses. Approach the negotiation with confidence and clarity, expressing both your expectations and openness to discussion.

While all of the above are relevant, it is more efficient to develop an understanding of the company's promotion process first. Does your company promote people on a regular basis? Is the promotion assessed by the impact you make or by who advocates for you to get promoted? Majority of the time, you need someone to advocate on your behalf. Your advocate could be your boss. Regardless, you'd need to learn about your advocate's perspective on the matter. What are the expectations of your advocate? Do they expect exceptional performance or consistent progress? Would they only advocate for the highest performer in their team? Do they have a top priority project that you could contribute towards?