Raise Ask Calculator

Turn "I think I deserve more" into a specific, defensible number. Five independent benchmarks — inflation, typical progression, tenure, market, and scope — produce an ask range you can walk into a meeting with.

Your situation

Three baseline facts. Time since your last raise is the biggest lever — longer means more inflation drag and more missed merit increases. Years in role drives the pay-compression check: long tenure without an adjustment is a real, defensible argument.
Base pay only — exclude bonus
$
Count from when the increase took effect
mo
Drives pay-compression check (caps at 5 yrs / 5%)
yr

Market benchmark

The single most powerful piece of evidence in a raise conversation. "The market pays X and I make Y" is far more persuasive than inflation math. Look up the median for your title + experience + location on Levels.fyi, Glassdoor, Payscale, or the BLS Occupational Employment dataset.
Leave at 0 if you don't know it yet
$
Strongly recommended. Market data produces the most defensible raise request. Without it, the calculator can only reason about inflation, progression, tenure, and scope — all real, but none as persuasive as "the market pays more."

Assumptions

Inflation rate — recent annual CPI change. US 10-year average is around 3%. Typical raise rate — the average annual increase companies give for "meets expectations" performance (historically 3–4%). This already contains some inflation, which is why we call this benchmark "typical salary progression" rather than treating merit and inflation as fully independent.
Recent US CPI average ≈ 3.0%
%
Industry norm ≈ 3.5%
%

Scope changes

One of the most common reasons people are underpaid: responsibilities grow without compensation catching up. Has your scope materially expanded since your last raise? Direct reports added, project ownership expanded, scope of decisions widened, took on responsibilities of a more senior role.

Your contribution level

Be honest. This multiplier scales your target ask. Claiming "exceeds" without documented performance reviews undermines the rest of your case — stick to what's been formally recognized.

Your defensible ask

Open with is your opening number — gives room to negotiate down. Target is a fair adjustment given the math. Walkaway is the inflation-adjusted floor: anything less and you're going backwards in real terms. These are scenario numbers, not predictions — your employer's response depends on budget, internal equity, and many things this math can't see.
Open with
$0
+0% from current
Target
$0
+0% from current
Walkaway
$0
+0% from current
Adjust the inputs to see your ask range.

How we got there

Five independent benchmarks. We pick the highest one as the baseline (max, not sum — to stay conservative and defensible), then apply your performance multiplier. The benchmark with the biggest gap from your current salary is marked as the primary driver — that's the one you lead with in the conversation.

How to present the ask

A number without a story is easy to dismiss. A number tied to specific, independent benchmarks is much harder to wave off.
  1. Lead with the primary driver. Whichever benchmark shows the largest gap is your opening: market data, scope growth, or pay compression. Frame it as data, not demand.
  2. Open at the anchor number. Stating a specific figure (not a range) sets the reference point for the rest of the conversation. The target is where you're hoping to land.
  3. Tie the ask to forward-looking value. Past contribution explains your performance rating; what you'll deliver next is why they should fund the increase.
  4. If they can't move on base, ask about a one-time bonus, accelerated review timeline, title change, or expanded scope. The walkaway tells you when to start looking elsewhere.
This calculator is for educational and informational purposes only. Results are estimates based on the inputs you provide and should not be taken as professional advice. Always consult a qualified professional for decisions involving compensation, career strategy, or financial planning.