Should I request a salary increase in person or by email?

Wanting a salary increase is a normal part of managing a career, and it is smart to think carefully about how you raise the topic. Many people worry that the format of the ask will make or break the outcome. In practice, effectiveness usually depends less on email versus face-to-face alone, and more on preparation, timing, and how clearly you connect your request to results and market context.

For most roles, starting with a live conversation is the stronger default. A face-to-face or video meeting lets you read the room, answer follow-up questions, and show seriousness without putting a written demand on the record before any dialogue. It also gives your manager room to respond in real time and, if needed, explain constraints around budgets, review cycles, or process. When you ask for the meeting, keep the framing professional and low-drama: something like a request to discuss compensation and recent contributions, not an ultimatum.

That said, email is not useless. A short, structured message can be an excellent way to request the meeting and later confirm what you discussed. After you talk, a follow-up note that summarizes your main points, the contributions you highlighted, and any next steps can reduce misunderstandings and give your manager material they may need when advocating for you. A long, formal email as the first and only ask can feel one-sided and makes it harder to handle pushback gracefully, so treat writing as support for a conversation rather than a substitute for one unless your workplace norms strongly prefer written proposals or you truly cannot get time on the calendar.

Before either channel, prepare a clear case: recent achievements with outcomes, expanded scope or responsibilities, and a realistic range based on your role, location, and experience rather than a single fixed number you refuse to discuss. Choose a moment when feedback is recent and positive if possible, and avoid high-stress periods for your team when leadership is least able to engage. If the answer is “not now,” ask what specific goals or timeline would make a revisit appropriate, and put that plan in writing for yourself. Whether you open in person or by email, the goal is the same: a calm, evidence-based discussion that is easy for your manager to act on.