The Results Are In: Most Employees Think They Need to Leave to Get a Pay Rise

And honestly? I think that’s on both parties, employers and employees.

But today, I’m speaking directly to the employee.

If you’ve got a performance review coming up (or you’re building the courage to ask for one), this one’s for you.

Language

Let’s look at how most people ask for a raise:

• “I’m doing three roles in one, I need a pay rise.”

• “I’ve been here six months, so I’m due a raise.”

• “I’ve never had a raise.”

Notice something?

It’s all about you with no real weight behind it.

When you’re sitting at that table, you’re not just making noise. You’re making a case. So get your language right.

Try this instead:

“Thanks for making the time. I’ve genuinely enjoyed the past two years in the role. It’s been a challenge taking on the added responsibilities, but I’ve leaned into it and my projects have shown that, delivering a 5% increase in gross profit. I’d like to have a conversation about fair remuneration for the value I’m bringing.”

See the shift?

Metrics

So few people bring metrics to the table and they carry serious weight. The people you’re negotiating with? They're there because they understand commercial value.

When you say “5% gross profit improvement,” you’re speaking their language.

Whether it’s time saved, cost reduced, improved systems, better retention, put a number on it. It gives your ask substance.

Emotion

Leave emotion at the door.

If you don’t get the full increase you asked for, don’t flip the table. Instead, ask for clear KPIs over the next 6 months that would trigger a revisit of the conversation.

Prove your worth, then push again with evidence.

Sign Off

With these three steps, clear language, metrics, and emotional control you’ll be in a much stronger position when it comes to pay conversations.

Don’t overreach. Don’t ask too often. I’ve spoken to candidates asking for 15% pay increases year-on-year. Be real, that’s not sustainable.

Assess your value. Know your worth. And most importantly, be comfortable with a bit of silence during the negotiation.

That’s where the leverage sits.