logo
How to successfully negotiate a salary increment

How to successfully negotiate a salary increment

Mint01-05-2025

It's that time of the year when you sit with your reporting manager inside a cabin, discuss the targets you've met and missed, and your overall performance at the workplace—all points of discussion that will help decide your salary increment for the next financial year.
The thought of asking for a raise makes many employees nervous. Perhaps they do not want to come across as needy, lacking self-confidence, or maybe they simply do not know what to say. But asking for more from your employer is actually reflective of what matters to you.
Negotiating a higher salary starts with thinking about the why, the what and the how much. As Amit Nandkeolyar, associate professor of organisational behaviour at the Indian Institute of Management Ahmedabad (IIM-A) says, it all begins with clarity on knowing your worth, and 'finding a way to intersect with your employer's expectations. What is your focus in relation to the company's goals? Ultimately, what you're doing is only a part of increasing their profits or revenues, and employers are paying you back as a function of it. You must highlight that and justify the why."
It may seem unfair to have to justify the 'why"— after all, you did the work all year. But it's important to clearly communicate the value you are bringing to your manager and the organisation, especially when everyone else in the company is also angling for a raise during appraisal season.
Sonal Agrawal, managing partner of the boutique executive search firm Accord India, suggests doing an honest self-assessment and analysing one's improvement in order to present a strong case for a raise to the manager. 'Quantify your performance and contextualise (the salary ask) with industry benchmarks you have gathered (from research). Then approach your supervisor for an appraisal conversation. Present your case logically and factually, and listen to feedback without issuing ultimatums, which could sour relationships," she says. 'If a raise is not forthcoming right away, understand why and ask how you might reasonably earn one—for example, by taking on more responsibility or explicitly defining results. Finally, agree on a review timeline."
Awareness of changes in the industry and processes within a company plays a pivotal role in negotiating a raise as well as professional growth, something Sudha Ramanan (name changed on request), a Chennai-based hospitality professional, learnt during the covid pandemic. 'It was a challenging time for our industry," says the 37-year-old. 'A handful of expats left India for their home countries. I took advantage of the situation and interviewed for those vacancies, and our company preferred to hire someone internally to fill those positions." She had a track record of being a top performer, but hard times meant the company was hesitant to give her a raise, even though the new role was a larger one. So, she asked for the raise to be moved into a bonus component of 35%, to be paid out only if she met certain targets. They agreed, and she did meet her targets and received the raise.
The pay package does not consist of just the take-home component, according to experts. Both Agrawal and Prof. Nandkeolyar share a tip: look beyond the number in the bank account at the end of the month. There are other categories open for negotiation during appraisals, points out Nandkeolyar, who teaches courses on negotiation analysis and leadership. One could ask for better health insurance coverage or expansion of coverage to other dependents. Another aspect to discuss could be flexible work hours, which one may value more. 'Figure out your value, consider the other parts of your compensation—they are all variables to be considered," he advises.
Whether you want a salary raise, a promotion, more flexibility in work hours or something else that makes you more feel valued at work, there are two crucial factors that should be considered during a negotiation—self-worth and timelines.
To illustrate, K.M., a senior manager at a leading retail organisation in Mumbai who wants to remain anonymous, shares a recent instance when one of his 20 colleagues capitalised on both aspects while negotiating his salary during an annual review meeting. 'He (the reportee) viewed appraisals as a long-term game plan," he says. 'He had prepared a year in advance." It was a two-pronged approach—professional and personal. During the appraisal process, he set expectations by asking the manager's goals, the problems in his department, suggested ways to fill the gaps for the year ahead, and ensured the targets were met.
On the personal front, during team lunches and casual office gatherings over the year, he would mention that his children's school fees had increased, raising his expenses. There were times he would also ask for a mid-year salary correction. 'This modus operandi builds pressure for managers. We knew he was a good performer who knew his worth. Managers have an appraisal budget; and after planning every reportee's increment, we look at the extra money in our kitty and decide who deserves slightly more. This money goes to an exceptionally high performer or somebody we would fear losing to another organisation. My reportee would tick both boxes and usually take home the highest increment. Once, we promoted him to general manager with a 35% increment. The industry standard was around 20%, and anything more than 30% was considered high," says K.M. 'But we did it, because he was loud and clear about the effort he was putting into his work, and it really did show."
Retaining a high performer is in the best interest of any manager and organisation. It is up to the employee to take accountability for this as well as get recognition for their work. 'At the end of the day, he says, 'one who makes themselves most visible gets the gold."

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Revenge code? Ex-employee in Bengaluru crashes grocery app after layoff
Revenge code? Ex-employee in Bengaluru crashes grocery app after layoff

Time of India

timean hour ago

  • Time of India

Revenge code? Ex-employee in Bengaluru crashes grocery app after layoff

A dramatic cyber breach at Bengaluru-based grocery-tech startup KiranaPro has uncovered a bitter truth in the digital economy of the present day—startups can be as susceptible to insider attacks as they are to outsider cyberattacks. What had seemed to be a sophisticated hack proved to be an act of corporate sabotage by an erstwhile employee who had been fired but still had access to important systems. The breach happened in early June 2025, soon after KiranaPro started layoffs due to financial stress. As per the company's leadership, including CEO Deepak Ravindran, the former employee was able to erase parts of the company's backend infrastructure, such as GitHub code repositories, cloud logs, and some AWS-hosted services. Most importantly, it became possible due to the lapse in revoking access credentials once the employee had made a mistake that costed them dearly. Although the extent of the incident was serious, the company has assured that customer information was not breached. Due to internal backups, especially those located locally by other employees, KiranaPro managed to recover most of its system. Internal operations were disrupted briefly, though no core customer-facing services were directly impacted, though. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like เทรดทองCFDsกับโบรกเกอร์ที่เชื่อถือได้| เปิดบัญชีวันนี้ IC Markets สมัคร Undo The company subsequently lodged a police report and launched legal action against the perpetrator. Security vulnerabilities meets financial stress Although the act of sabotage itself was headline news, the circumstances behind it provide a clearer picture of the dangers many startups ignore. KiranaPro was reportedly struggling with the late payment of salaries to current and former staff at the time of the breach. Although the company hasn't attributed the delay to the sabotage, the timing has raised eyebrows about how financial woes can feed internal discontent. The attack also highlights a rising but underappreciated threat across the tech sector—internal users with admin-level privileges and unresolved grudges. Insiders have an advantage over external hackers in that they know the guts of a system, its vulnerabilities, and where to do the most harm. In this instance, no sophisticated malware or phishing was necessary; only a set of credentials and a motive were enough. The initial assumption by the startup that it had been hacked externally introduced a time lag between finding the real cause. Forensic tests were not done before the team arrived at the conclusion that there was no involvement of an outside entity. The breach was completely homegrown. credit: instagram What do we learn from this? KiranaPro's experience is a case study in the consequences that result when HR procedures and cybersecurity measures do not intersect. First, deactivation of credentials at offboarding has to become business-as-usual, particularly for firms dealing in sensitive infrastructure. Second, multi-level authentication and real-time activity tracking by administrative users have to become business as usual. Third, isolated and encrypted regular backups need to be treated as non-negotiable assets rather than optional layers. Finally, there is the human element. Startups need to understand that financial slowness, communication breakdown in layoffs, and insufficient emotional intelligence in employee transitions can all be building blocks of a poisonous culture, one in which digital revenge will indeed be an outcome. KiranaPro might have restored its data, but the actual warning is elsewhere: in an expanding environment where technicality takes precedence over procedural protection, even a single mistake can be the source of a breach not from the outside but from within.

GRSE shares rise 5% on global maritime push; stock up 85% in 1 month
GRSE shares rise 5% on global maritime push; stock up 85% in 1 month

Business Standard

timean hour ago

  • Business Standard

GRSE shares rise 5% on global maritime push; stock up 85% in 1 month

Garden Reach Shipbuilders & Engineers ' scrip continued to soar as the shipbuilding firm continued signing strategic agreements with multinational companies as part of an official delegation visit. The public sector undertaking (PSU) company's stock rose as much as 5.1 per cent during the day to ₹3,418 per share. The stock hit a life high of ₹3,532 last Thursday. The stock pared gains to trade 1.2 per cent higher at ₹3,292 apiece, compared to a 0.41 per cent advance in Nifty 50 as of 10:03 AM. Shares of the company snapped a 4.5 per cent one-day loss on Monday and have risen over 85 per cent in the last month. The scrip has outrun the benchmark with a rally of over 103 per cent this year, compared to a 6.1 per cent advance in the Nifty50. Garden Reach Shipbuilders' market capitalisation is close to touching the ₹40,000 crore mark, according to Bloomberg. Track LIVE Stock Market Updates Here GRSE signs MoUs with Sweden, Denmark firms The shipbuilding PSU signed two significant Memoranda of Understanding (MoUs) during an official delegation visit to Sweden and Denmark, according to an exchange filing on Saturday. The first MoU was signed with Sweden-based Berg Propulsion, a player in marine propulsion systems. This partnership aims to enhance GRSE's capabilities in manufacturing propulsion-related equipment and systems, particularly for ongoing and upcoming government projects, it said in the statement. The collaboration is expected to leverage the technical expertise of both companies and strengthen GRSE's presence in the marine equipment segment. In a second key development, GRSE signed another MoU on June 6, 2025, with Denmark-based SunStone, a provider of expedition cruise vessels. This agreement lays the groundwork for potential future collaboration in the expedition cruise segment. Last week, the company announced the signing of three key international agreements during an official delegation visit to Norway. This came after it clarified that it signed a non-binding MoU with Norway-based Kongsberg to receive design expertise for the indigenous construction of a Polar Research Vessel. Garden Reach order book and Q4 results In the March 2025 quarter (Q4FY25), GRSE's revenue from operations moved up from ₹1,015 crore to ₹1,642 crore, registering a growth of 62 per cent year-on-year (Y-o-Y). Earnings before interest, taxes, depreciation and amortisation (Ebitda) moved up from ₹166 crore to ₹335 crore, registering a growth of 101 per cent Y-o-Y, and the profit after tax climbed from ₹114 crore to ₹244 crore, registering a 118 per cent growth Y-o-Y. Despite the strong revenue accrual to the tune of nearly ₹5,000 crore, the management said the company managed to maintain the order book at ₹22,680 crore as on March 31, 2025.

UAE's media law leaves creators wary of accidental violations as they seek clarity
UAE's media law leaves creators wary of accidental violations as they seek clarity

Time of India

time2 hours ago

  • Time of India

UAE's media law leaves creators wary of accidental violations as they seek clarity

Many UAE content creators fear unknowingly breaking new media laws despite holding licences/ Image: Pexels, File The UAE's new media law, which officially came into effect on May 29, 2025, has introduced sweeping changes that redefine how influencers and digital content creators operate across the country. Aimed at promoting responsible communication and preserving social values, the new regulations set out a clear framework for media licensing, content standards, and legal accountability, and apply even to creators based in UAE's free zones. As reported by Khaleej Times, the law has already started to impact the way creators work with brands, publish content, and manage their platforms. From revised contract practices to licensing decisions, many are now navigating a more structured, and at times uncertain, regulatory landscape. A push for responsibility: Licensing and compliance The legislation targets both traditional media outlets and new-age digital creators, including influencers earning revenue through content creation, paid partnerships, and product promotions. The law mandates specific licences for those engaged in what is defined as 'media activity,' and violations can result in substantial penalties. This has raised important questions within the creator community, particularly around what exactly falls under 'media activity' and how compliance can be ensured. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Memperdagangkan CFD Emas dengan salah satu spread terendah? IC Markets Mendaftar Undo 'There's a fear of unknowingly violating something,' said Mohammed Mussab, a UAE-based content creator who often collaborates with wellness brands, speaking to Khaleej Times. 'Even with a licence, you're not always sure what's allowed and what could get flagged.' According to Khaleej Times, many creators are proactively seeking clarity by consulting with the National Media Council, the UAE's official media regulatory authority. The goal: avoid potential missteps and align operations with the updated framework. Case in point: A positive experience with the licensing process Among those who sought direct guidance was Emma Brain, a media professional and coach planning to launch a website for people over 40, featuring guidance articles and product reviews. Unsure whether the new law would apply to her site, she contacted the authorities. 'They (National Media Council) explained that my website was totally fine, but since I intended to review products, they advised me to get a marketing management licence through the Dubai Department of Economy and Tourism (DET), which cost about Dh1,000. Once I got that, they even offered a free media licence for three years,' she told Khaleej Times. Emma said the process was surprisingly efficient: 'I got the DET licence approved in minutes. The media licence will take 10–15 days, but already covered for what I need. It's a weight off my shoulders.' She urged fellow creators not to rely on guesswork. 'They were so helpful. Don't guess. Just ask. It's better to be safe and know exactly what to do.' Industry reaction: Welcoming the shift Some in the media and production sector are viewing the law as a welcome step forward. Wissam Mustafa, head of communications at a local production firm, said the legislation is helping to bring structure to a field that had become fragmented and difficult to regulate. 'It already changed the way we sign contracts and run campaigns,' he said. 'We're now updating our internal processes, and to be honest, we welcome this shift.' 'In a world where content is evolving so fast, sometimes even in unpredictable ways, having clear and specified regulations is actually what we need. It helps everyone take the work seriously.' Expert legal opinion: Grey areas remain While the intent of the law has been broadly welcomed, legal experts have pointed out that certain aspects remain open to interpretation, particularly around definitions and cross-platform content. 'The intention is to bring structure and accountability, but there are grey areas,' said Layla Zahir, a Dubai-based legal expert. 'We expect more clarification over time, especially around definitions of media activity and cross-platform content.' As the UAE positions itself as a global leader in digital innovation and communication, this new law signals a firm step toward formalising its digital media sector. Influencers, businesses, and media professionals are now being called to rethink not just what they say, but how they operate, promote, and publish in an increasingly structured ecosystem.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into the world of global news and events? Download our app today from your preferred app store and start exploring.
app-storeplay-store