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Raises most often go to those who ask, but that is the single greatest hurdle facing workers today, according to career experts. “You have to ask,” career coach Deborah Brown said. “It might sound a little strange, but people tell me all the time the reasons why they can’t do something – ‘Our company doesn’t do raises until June,’ or, ‘They only give 4 percent.’” Success is partially influenced by forces beyond the control of workers, namely shrinking company budgets. However, living costs are increasing just as fast, so it’s now more important than ever to push for a raise, and do it the right way. Expand your horizons. Does your company consider you indispensable? Do you consistently deliver what is expected of you, and then go above and beyond to provide more? Take on more responsibility at work, broaden your professional network, get involved in the community as a mentor or guest speaker, and learn new skills applicable to the workplace. Although your company may not voluntarily throw extra money your way, your versatility will give supervisors food for thought when you bring up the subject of a pay raise. Do the research. Most media jobs require research skills, so this task should come naturally. Employers care less about individual feelings and more about the facts. All too often, the only hard data available is the company’s bottom line and budgetary constraints. Negotiations should also include data on the average salary of comparable positions at similar-sized companies. Employees usually bear the responsibility of gathering this data, as well as documenting on-the-job accomplishments proving they are above-average workers who deserve above-average pay. “The key to getting a raise is being able to justify it,” said Mike Alexieff, managing editor of the Bowling Green Daily News in Kentucky. “It counts for something if a reporter comes in and says, ‘I’ve talked to reporters with similar experience and this is what they’re paid,’ or, ‘I’ve written 50 percent more stories than anyone else on staff.’ I expect employees to have professional reasons for requesting a raise, not just personal reasons.” Plan thoroughly. Try to anticipate any objections that may arise, then create and rehearse answers to those objections. Start with Plan A, consisting of your ideal scenario and any supporting facts. If needed, Plan B could create a compromise like more vacation time or telecommuting once a week in lieu of a pay increase. To be fully prepared, you should also expect to hear objections and plan accordingly. “Even the budget is an objection, and you should have an answer ready for them,” Brown said. “You should anticipate all the reasons you might get a no, and have an answer ready for that.” Communicate confidently. When it comes to salary negotiations, a confident approach is critical. Practice your main talking points in front of a mirror to finalize the presentation. Rehearsal will also gradually provide reassurance that you truly do deserve your request. The really confident employee might want to start with suggesting a 10-percent pay increase to allow room for negotiation, said Joel Garfinkle, founder of Dream Job Coaching. It’s a gutsy move, considering the average pay increase in 2007 was just under four percent. Nevertheless, keeping the conversation focused on accomplishments and contributions to the company will provide all necessary supporting data. “Remember that the hard facts you’ve collected don’t lie,” Garfinkle said. “Let these numbers and facts speak the truth for you and bring confidence to your review.” Follow up. Employees who take the initial step to request a pay raise often fail to schedule a second meeting, according to Brown. “Ask them if it’s OK to bring this back up later. You want to schedule a follow-up,” she said. “That’s what most people don’t do. They finally get the courage to ask, and the conversation ends and there’s no next step.” Though not always necessary, the follow-up step can mean the difference between approval and rejection. First, establish the reasons for initial resistance to your pay request. It could be a simple matter of bad timing or perhaps a more serious matter of your lackluster performance at work. If the supervisor is open to a second meeting, whether its one week or six months down the road, get it scheduled before ending the first meeting. It’s a proactive approach that increases your odds of following up and successfully negotiating the terms you deserve.

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