What to Do When an Employee Asks for a Raise
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Expenses and the cost of living are up for just about everyone across the United States so you should not be surprised when an employee ask for a raise. In fact, you should be prepared for this as a common occurrence. Before responding, be prepared to do your homework including dealing with the consequences if you are unable to provide the requested raise in a timely manner, or at all.
Learning Objectives Covered During This Session:
- How to initially respond to a request for a raise: respectful communication is important.
- How to conduct an initial assessment of the employee’s performance and behavior at work.
- How to update (or create) a compensation philosophy and structure to be competitive in the market.
- How to develop a career path for employees and others affected by change in their position (if raise includes a change in responsibilities or perhaps if it results in a resignation)
- Additional tips including communication and transparency, stay interviews, ongoing pay audits and analysis of market/ industry compensation.
Why attend?
In some cases, you may have to decline the raise and deal with the consequences such as someone withdrawing from being engaged at work or equally as painful, leaving for another job. Before saying yes or no, many variables must be considered including budgets, market data, knowledge, skills and abilities of the employee and internal equity.
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Wendy Sellers
Wendy Sellers, MHR, MHA, SHRM-SCP, SPHR has 25 years of experience in HR, change management, operations, strategy, corporate culture, and leadership development in all size businesses (local startup to global enterprise) in a wide variety of industries including healthcare, professional services, hi [...]
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Frequently Asked Questions
When an employee requests a raise, the initial response sets the tone for the entire conversation and the relationship. The worst responses are immediate dismissal ('That's not in the budget') or immediate agreement without due diligence—both undermine trust and can create equity problems. The right approach is to acknowledge the request respectfully and commit to taking it seriously. Thank the employee for raising the topic directly, express that you want to give it proper consideration, and schedule a follow-up conversation within a clear, specific timeframe—not an open-ended 'I'll look into it.' Before that follow-up, do your homework: review the employee's performance record and recent contributions, benchmark their current compensation against market data, and check internal equity across similar roles. This shows the employee their request is being handled with genuine care rather than dismissed or rubber-stamped. According to HR expert Wendy Sellers, SHRM-SCP, how you handle a raise request—regardless of the outcome—has a direct impact on retention. Aurora Training Advantage's on-demand HR webinar covers the full raise-request framework, from initial response to final communication.
Evaluating a raise request requires analyzing multiple variables before arriving at a recommendation. Performance is the first consideration: does the employee's recent work justify increased pay, and how do their contributions compare to peers in similar roles? Market competitiveness is equally important: is the employee's current salary below, at, or above median pay for their role and experience level in your geographic market? Internal equity must be examined—would granting this raise create compression issues with longer-tenured or higher-performing colleagues earning similar amounts? Budget availability is a practical constraint that must be weighed against the cost of losing the employee. Role scope matters too: if the employee is seeking more pay for the same responsibilities, the calculus differs from a request tied to expanded duties. HR should also consider the employee's career trajectory and whether a promotion with reclassification is more appropriate than a merit increase alone. Documenting the analysis and applying consistent criteria across raise requests is essential for legal protection and employee trust. Wendy Sellers covers all these evaluation factors in Aurora Training Advantage's on-demand HR webinar on compensation conversations.
A compensation philosophy is a documented statement of how an organization values and pays its workforce—establishing the principles that guide pay decisions, including raise approvals. It typically defines where the organization targets market positioning (e.g., at the 50th percentile, or at the 75th percentile for critical roles), how pay decisions connect to performance, tenure, and internal equity, and what the organization's approach to pay transparency is. Developing or updating a compensation philosophy starts with clarifying organizational values around pay: Do you want to lead, match, or lag the market? Is pay primarily tenure-based, performance-based, or skills-based? Once defined, the philosophy guides managers in evaluating raise requests consistently and equitably. Without a compensation philosophy, raise decisions become ad hoc, creating both legal exposure for discrimination and operational inconsistency that erodes trust. A clear philosophy also helps managers have more confident and honest conversations with employees about why a raise was or wasn't approved. Wendy Sellers covers compensation philosophy development as part of Aurora Training Advantage's on-demand HR webinar on employee raise requests.
Declining a raise request is one of the most delicate HR conversations, especially when the employee's request is well-founded but budget or equity constraints prevent approval. The first principle is honesty—clearly explaining the actual reason for the denial rather than vague deflection. If it is a budget constraint, say so and if possible, indicate when the situation may be revisited. If the employee's performance doesn't yet justify the increase, provide specific, actionable feedback about what would need to change and in what timeframe. If the request is constrained by internal equity or compensation structure, explain the framework without exposing others' salaries. Beyond the immediate 'no,' explore alternative forms of recognition if available: a one-time bonus, additional PTO, expanded responsibilities that position the employee for a future raise, or accelerated performance review timelines. Conduct stay interviews to understand what matters most to the employee and address those needs where possible. Acknowledge that the employee may choose to explore other opportunities and commit to re-evaluating at a specific future date. Wendy Sellers covers the full decline-and-retain strategy in Aurora Training Advantage's on-demand HR raise request webinar.
Proactive compensation management—rather than reactive raise-by-raise decisions—is the most effective way to maintain equity, control costs, and reduce retention risk. Regular pay audits, ideally conducted annually, compare employee salaries to current market benchmarks using reputable compensation survey data (such as Radford, Mercer, or industry-specific surveys) and flag employees who are below market range minimums or who have fallen behind peers with similar performance and tenure. Internal equity analyses review pay differences across gender, race, and other protected categories to identify and address unexplained gaps before they create legal exposure. Compensation band structures formalize minimum, midpoint, and maximum pay ranges for each job level, providing a transparent framework for manager decision-making. Communicating total compensation statements—which include benefits, retirement contributions, PTO, and other non-cash value—helps employees understand their full pay picture. Organizations that conduct proactive pay audits are better positioned to handle individual raise conversations with data-driven confidence. HR expert Wendy Sellers covers stay interviews, pay audits, and market analysis strategies in Aurora Training Advantage's on-demand compensation management webinar.