AI Budgets Cut Pay? 5 Ways to Still Get a Raise

Why Companies Are Cutting Compensation for AI

The money has to come from somewhere. According to a survey of 866 US business leaders conducted by Resume Builder, 54% of companies have reduced or will reduce employee compensation to free up capital for AI spending in 2026. Bonuses, equity, raises, benefits, and even base salaries are all on the cutting board.

That sounds bleak, but there is a crucial exception. The same survey found that 71% of respondents will still give performance-based raises tied to individual results. In other words, general cuts don’t have to dictate your personal outcome. If you’re looking to make more money, you still can. What companies do on average doesn’t necessarily apply to you as an individual, especially when merit-based decisions remain on the table.

Time Your Ask and Show Bottom-Line Impact

When you ask for a raise matters, especially if companies are still making individualized compensation decisions. An opportune time to ask is when you have a win to report, such as a milestone on an important project, a new client (or expansion of an existing client), or developing a new process that saves time or money. If your department, line of business or regional office is doing particularly well, that is also a good time to make your case, especially if you’re an important contributor to the group results.

Why you deserve a raise should be focused on your impact to the company bottom line. If you are not directly making sales, but you support the salespeople or sales process, draw a clear line connecting your work to their revenue growth. If you’re not involved on the revenue side at all, build your case around costs saved, time saved or customer satisfaction, including internal clients (i.e., your colleagues) if you don’t have a client-facing role.

Target the Decision-Maker and Ask Creatively

Who you ask matters as much as what you ask for. Start with your manager so you don’t disrespectfully cut them out of the process. But if you know your manager doesn’t have budget authority to decide your raise, you need an audience with the actual decision-maker. Your manager may insist they’ll make a strong case for you, yet no one will advocate for you more forcefully or compellingly than you will.

At the very least, get in front of the decision-maker in some way: present at a meeting where they’re present so they see you and your work, or schedule a 15-minute check-in to update them on what you’re doing.

Then be clear about how much of a raise you’re asking for and how it will be paid. Will it be all base salary? Are you also asking for a performance bonus or profit share? Is equity a possibility? Will the raise be retroactive, for example to when you started expanded responsibilities? A raise can take many forms, so be creative and flexible about all the ways you can still get what you want.

Appeal to the Decision-Maker and Don't Accept No

How you ask could mean the difference between a Yes or No. Tailor your approach to the person across the table. If they're numbers-oriented, bring charts or other data to explain your wins and key results. If they're a company loyalist, work your tenure and passion for the company into the request. If they focus on team dynamics and equity, be ready to explain why a raise for you won't cause dissension — it's visible proof that results matter and meritocracy reigns.

If you do hear No, don't give up and wait another year. Try at a later date, a different argument, or a different person — someone influential to your manager who can advocate for you. Ask for money but something other than a raise, such as a spot bonus. Change the When, Why, Who, What and How of your request, and you may get a different result.