Salary conversations are especially uncomfortable when you do not know what evidence to rely on. Courage alone is not enough. You need to prepare your arguments, understand your value and know what you will do if your employer does not agree. Good negotiation is not pressure; it is a practical discussion about value, expectations and the conditions of working together.
Salary is not the only issue. Flexible working hours, more paid time off, a learning budget, clearer responsibilities or the opportunity to work on more interesting projects may matter more. This article explains how to prepare, formulate your request and respond to different outcomes.
First decide what you are negotiating
A vague request such as “I would like better conditions” is difficult to defend. Before the conversation, define the specific outcome you want. This could be a pay rise, different working hours, greater responsibility with appropriate compensation or a combination of several conditions.
Divide your requests into three groups:
- Priority: a condition without which the change would not be meaningful to you.
- Preference: a desirable improvement where you are willing to compromise.
- Alternative: another form of compensation if the original request cannot be met.
This list helps you avoid accepting the first vague offer or rejecting a solution that would genuinely help you.
Prepare evidence instead of general claims
The statement “I deserve more” may be sincere, but it does not explain why the employer should change the budget. It is more persuasive to show the specific value you bring or the expectations that have recently been added to your role.
Prepare a brief overview of your results from the recent period. Focus on:
- Results: tasks, projects, orders or processes you completed or improved.
- Impact: time saved, fewer errors, higher client satisfaction or better teamwork.
- Expanded work: responsibilities added beyond the original agreement.
- Independence: situations where you solved a problem with limited support or assumed responsibility.
- Development: skills you use for the company’s benefit, not simply certificates listed on your CV.
Use figures when you have them. Otherwise, describe the situation clearly: what the starting point was, what you did and what changed. Avoid exaggeration. Credibility comes from verifiable facts, not from using as many superlatives as possible.
Use a creative method to prepare
Some people prefer a conventional list in a document; others benefit from a visual map. Hands-on creativity can be a practical tool if it helps you organise your thoughts. Write results on cards, sort them by type of contribution and use them to build a short narrative. This is not decoration or a substitute for evidence. It is a way to see connections and select your three strongest arguments.
A simple paper overview with four sections can work in the same way: what I did, what changed, why it matters and what I propose next. This preparation can build confidence, especially if you lose your train of thought when speaking spontaneously.
Work out what is a reasonable request
Pay cannot be determined by personal feelings alone. It depends on the role, region, industry, company size, experience, level of responsibility and whether you are asking for a starting salary or an adjustment during employment. Public job listings, salary guides and conversations with people in your field can provide orientation, but they do not create an automatic entitlement.
Ask yourself:
- Is my current role the same as it was when I joined?
- If my responsibilities have increased, has my position changed accordingly?
- Am I comparing myself with similar roles or with a completely different type of work?
- Is my request based on value to the company or only on my personal expenses?
- If I am asking for a specific amount, can I explain why it is reasonable?
Personal costs, a mortgage or inflation may explain why you need an increase. They may not, by themselves, be convincing work-related arguments. Employers generally decide based on the value of the role, the budget and the expected contribution.
How to formulate your request
The strongest wording is brief, specific and open to further discussion. Use this structure: result, scope of work, proposal and an invitation to respond.
Example: “Over the past year, I have taken responsibility for three projects and introduced a process that shortened the team’s output review. Since my role has expanded, I would like to discuss adjusting my salary to €1,800 gross. How do you see this possibility?”
If you do not want to name an exact figure first, you can discuss a range. Even then, prepare your minimum acceptable amount, target and alternative in advance. Distinguish between the amount you would ideally like and the amount at which the change would still be worthwhile.
After making your request, give the other person time to respond. Silence after a question is not failure. If you immediately fill it with apologies or reduce your request, you weaken your negotiating position.
Salary or other conditions
If the company cannot currently increase your salary, that does not automatically end the conversation. First find out whether the reason is a temporary restriction, an internal rule or an assessment of your performance. Each reason calls for a different response.
| Situation | Possible alternative | What to watch for |
|---|---|---|
| The budget is temporarily frozen | A written salary review date or a one-off bonus | Do not settle for a vague promise without a date or criteria |
| Your work has expanded, but your position has not | An updated job title, responsibilities and salary | Do not accept permanent duties only in exchange for a promise of future recognition |
| A higher salary is not possible | Flexibility, more time off, training or reduced commuting | Check whether the benefit is genuinely usable and will remain available |
| Your performance does not meet expectations | A specific improvement plan with a review date | Ask for measurable criteria, not only general criticism |
Consider the real value of benefits. Working from home may be highly valuable if it saves time and money. A benefit you will not use does not replace salary simply because it sounds attractive.
How to respond to difficult answers
Negotiation does not have to end with immediate agreement. Distinguish between a rejection, a delay and a counteroffer.
When you hear “not now”
Ask what exactly is preventing agreement and when you can return to the subject. A useful question is: “What results or conditions would need to be met for us to reopen this request?” Ask for a specific date and evaluation method.
When the answer is vague
Bring the conversation back to specifics. Instead of “we will see,” you need to know who decides, what will be assessed and when you will receive an answer. If the other person will not define any of these points, you are learning about their real willingness to negotiate.
When you receive a counteroffer
Do not respond automatically. Find out whether the counteroffer addresses your main priority or merely adds responsibilities. If the company offers more responsibility with a promise of a later pay rise, insist on a clear scope of work, criteria and review date.
When your performance is questioned
Do not try to disprove every criticism at once. Ask for specific examples and distinguish valid feedback from general statements. If the shortcomings are real, suggest an improvement plan including tasks, support, measurable indicators and a review date.
Common negotiation mistakes
- Comparing without context: another person’s salary may not match your role, experience or workload.
- Threatening to leave: use this only if you are genuinely prepared to accept the consequences.
- Using too many arguments: a long list can weaken your main points. Choose the three strongest.
- Apologising for your request: you can be polite and direct at the same time. Modesty does not require vagueness.
- Accepting the first solution: especially with alternative benefits, check the conditions, duration and practical value.
- Choosing the wrong time: do not raise the subject during a crisis, immediately before an important meeting or when the other person has no time to listen.
A practical preparation plan
To reduce stress, divide your preparation into small tasks. You do not need to create a perfect script all at once.
- Define your goal: write down what you want to change and your main priority.
- Collect evidence: select three specific results and describe their impact.
- Check what is reasonable: compare your request with similar roles and market conditions.
- Prepare one sentence: state what you achieved, what you propose and why it is justified.
- Plan for different responses: prepare for agreement, rejection, delay and a counteroffer.
- Arrange a meeting: choose a time for a focused conversation, not a random minute between tasks.
- Record the outcome: confirm the amount, date, conditions and next step after the meeting.
When to consider other options
Not every negotiation leads to a pay rise, and not every rejection is unfair. However, if you repeatedly take on more work, receive vague promises and have no way to influence the date or criteria, this is more than one unsuccessful request. It is information about how the company approaches compensation and employee development.
Before deciding to leave, assess your financial reserve, employment options, contractual conditions and personal situation. Do not resign merely as a negotiating tactic. It makes sense only when you understand the risks and are prepared to accept the consequences.
At the same time, if the company offers a specific plan, reasonable conditions and room to grow, you do not have to insist on an immediate result at any cost. What matters is whether the agreement has clear content and whether you can trust it based on actions rather than words.
What to take into your next conversation
Confidence in negotiation does not come from knowing the outcome in advance. It comes from preparation: you know what you have contributed, what you are asking for, where you can compromise and what you will do if the answer is no. Working with cards, notes or a simple map can help organise your arguments, but the conversation itself should remain factual and professional.
Your next step can be simple: write down three results, one main request and one acceptable alternative. Then arrange a conversation in which you will not defend your value through general claims, but show your specific contribution and propose a clear agreement.
