What this worksheet is for
Plan the numbers, evidence and talking points before asking for a pay rise. The worksheet turns that goal into a repeatable record, so later decisions are based on the same fields rather than memory or scattered notes.
What is included
- Current salary, target salary, percentage increase and estimated take-home change
- Evidence prompts for expanded duties, outcomes, market data and timing
- A meeting plan covering the opening request, fallback position and follow-up date
How to use it
- Calculate the dollar and percentage request before the meeting so the number is clear.
- Link the request to documented responsibilities, results and market evidence rather than personal expenses alone.
- Decide the minimum acceptable outcome, including non-cash options such as flexibility, training or an earlier review date.
Worked example
Moving from $80,000 to $86,000 is a $6,000 increase, or 7.5% before tax. The worksheet helps pair that request with evidence such as new responsibilities, revenue protected or measurable productivity gains.
Worksheet or calculator?
Use the Pay Rise Calculator to compare gross and estimated take-home changes. The worksheet is for building the negotiation case and recording the employer’s response.
- Asking for a percentage without knowing the equivalent dollar salary.
- Relying only on personal expenses instead of role scope, results and market evidence.
- Entering the meeting without a fallback position or review date.
Common mistakes
Download the PDF
Download the Pay Rise Negotiation Worksheet as a printable PDF. Save a blank copy before entering data so the same format can be reused for future comparisons.
Download Pay Rise Negotiation WorksheetFrequently asked questions
Should the request be a percentage or a dollar amount?
Know both. A dollar figure is clear in the meeting, while the percentage makes it easier to compare with market movement and internal pay changes.
What if the employer says the budget is closed?
Ask what evidence and timing would support a review, document the next date, and consider whether non-salary benefits or a staged increase are realistic alternatives.