After you get the raise

... based on how you've quantifiably exceeded your goals.

Find the numbers that prove your contribution to the workplace. Data should comprise the bulk of your salary negotiation because it's hard proof of how valuable you are to the company.

If you led training, introduced new procedures, or became a trustworthy person during a year with tumultuous office politics, you should include that in your discussion.

• If your performance review is coming up, plan to raise the topic after receiving favorable feedback.
• If you don't have a performance review on the horizon, you could schedule a salary discussion a few months before the yearly budget is set.

It's important to have goals that you can use to measure your success.

Make sure you and your supervisor both understand how success looks in your organization and what is expected.

... if you've been at the company for less than a year.

If your responsibilities are dramatically different from what was outlined in the interview process, you might be eligible for a raise.

"You should always link individual performance to departmental goals, and then to overall company goals and how what you've done directly impacted each." -- Adam Ochstein

• Look at what your role pays industrywide. Online tools can help you learn what the median pay is for industry, position, and location.
• Avoid asking your colleagues what they're paid.
• Avoid asking for an outlandish increase.

• Set up a meeting — in person. Approach the subject diplomatically, with an upbeat, positive demeanor.
• Practice beforehand. Practice the discussion until it's free of emotion and nerves.

• Consider using the 'gentle startup' techni...

• If you get turned down, ask what you need to do to improve. "Get as much specific feedback as possible so you can figure out what steps you need to take to get to the next level,"
• Put something on the calendar for a few months out. Ask to revisit t...

Don't discuss your own needs during a salary negotiation.

It is not your employer's interest, their personal interest, to actually really truly care for that, and it's not necessarily going to make them open up the pockets of that company to pay you for that.

"If you were to leave your company tomorrow, would there be any meaningful disruption to the business? If the answer is no, you don't have any leverage to get a raise." -- Jason Nazar