Here's how you can respectfully ask for a raise or promotion from your boss.

If you're making strong contributions, asking for a raise or promotion is absolutely your right. When the time feels right, have a face-to-face conversation with your boss. Use this meeting to highlight your key achievements and how you’ve added value, and share your long-term vision within the company. Don’t forget to mention how this raise will impact you both personally and professionally. Keep your message positive and focused on your growth. Avoid comparing your situation to others, as it can come off poorly. Stay open to feedback and discussion, and give both yourself and your boss time to think before final decisions are made.

To respectfully ask for a raise or promotion, prepare by documenting your achievements and contributions. Schedule a formal meeting with your boss, clearly state your request, and highlight how you’ve added value. Be open to feedback and discuss how you can continue contributing in a higher role. Maintain a positive and professional tone throughout.

Já vivi esta situa??o estando em 3 situa??es diferentes: - Enquanto funcionário vivi uma situa??o em que a empresa n?o me podia aumentar, mas n?o me queria perder e eu queria ficar. A empresa pagou-me uma forma??o e as férias desse ano; - Enquanto DRH quando confrontado, com a frase a concorrência dá-me mais, digo a porta está aberta, n?o cedo a chantagens, até porque muitas vezes a oferta tem também contrapartidas que nunca s?o reveladas; - Enquanto DRH pedi à ADM aumentos para a minha equipa, por minha iniciativa, elaborei um mapa, com antiguidade, ultimo ano em que foi aumentado, evolu??o do salario mínimo vs o salário de cada um e valores da concorrência. Nesse ano ninguém (nem eu) no Grupo foi aumentado, com excep??o da minha equipa

preparation is key. Beyond your achievements, you must demonstrate your value in tangible metrics that align with company objectives. Reflect on how your leadership has directly impacted employee engagement, retention rates, or improved HR processes. For example, when I implemented a talent retention program at my company, we saw a 15% reduction in turnover within six months. This data-backed result became a core part of my promotion conversation.

When asking for a raise or promotion, set up a chat with your boss. Be ready to show off your wins and how you’ve made a real impact. Share some numbers, talk about your growth, and let them know you're in it for the long haul. Keep it confident and chill!

Understanding business cycles is crucial when it comes to timing. In HR, you're likely aware of fiscal years, budget reviews, and company growth periods. Use this knowledge to your advantage. I once approached my boss for a raise after successfully completing a company-wide digital transformation project. The timing was right because we had just completed a performance review cycle, and my contribution was fresh in mind.

Confidence as an HR leader stems from knowing the strategic value you bring. Don't just list your responsibilities; talk about the future. Where do you see the HR function going, and how will your continued leadership push those boundaries? During my last promotion discussion, I confidently outlined a three-year plan that included scaling our diversity programs, automating recruitment processes, and aligning HR metrics with company performance.

HR leaders are often the embodiment of professionalism, so this must be maintained when discussing sensitive matters like a raise. Use data, not emotion, to frame your argument. During my request for a pay increase, I presented a detailed comparison of industry benchmarks, showing how my role's salary lagged behind market rates, balanced with my contributions to business success.

You should always be prepared for a counteroffer or even rejection. Have a plan for further discussions. Once, when my initial raise request was deferred, I negotiated for more professional development opportunities, which later became leverage for a salary review. You can still progress in your career even if immediate financial compensation isn’t granted.

we often coach others to follow up on their requests—and the same applies to us. After your conversation, make sure to revisit the topic. When my promotion wasn't approved the first time, I scheduled a follow-up meeting three months later, after showing further results that supported my case. That persistence paid off.