A big dollar sign symbolizing someone getting a raise at work

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In every workplace, the topic of raises sparks tension, hope, and sometimes frustration. For some, just showing up every day feels like enough of a reason to expect a boost in pay. For others, doing the bare minimum or engaging in performative workplace habits seems like a guaranteed path to promotion.

Deserving A Raise Means More Than Simply Working

But compensation should be tied to value, not simply presence or personality. It’s time to take a closer look at what truly merits a raise—and more importantly, what doesn’t.

Showing Up on Time Isn’t an Accomplishment

Punctuality is a basic expectation, not an extraordinary achievement. Arriving at work on time means fulfilling a responsibility, not exceeding it. While consistent attendance is essential to maintaining a functional workplace, it is a standard benchmark—not a bonus-worthy feat. Employers reward impact, growth, and performance, not routine compliance. If being on time is the only thing someone consistently does right, it may be time for a reality check before asking for more money.

Being Friendly Isn’t the Same as Being Effective

A positive attitude helps shape a good work environment, but being pleasant isn’t a substitute for performance. Charisma without results doesn’t move projects forward or generate revenue. Many employees rely heavily on likability, thinking it makes them irreplaceable, but it can mask a lack of real contribution. Team morale matters, but friendliness must be paired with actual value creation. Being well-liked should never be mistaken for being indispensable.

Doing What’s in the Job Description Is the Floor, Not the Ceiling

Completing assigned duties means fulfilling the core expectations of a role, not going above and beyond. Just because someone does what they’re paid to do doesn’t mean they’ve earned more pay. Raises are typically given to those who stretch beyond their responsibilities and deliver more than what was agreed upon. Innovation, problem-solving, and leadership outside of assigned tasks are what often justify additional compensation. Meeting the job description is doing what was promised, not proving superiority.

Working Long Hours Doesn’t Guarantee Impact

Staying late or working weekends may look impressive, but hours worked don’t always equal value added. Some employees confuse time spent at work with meaningful contribution, even if their output remains average. Without efficiency, creativity, or improved results, long hours are just that—long. Burnout without progress doesn’t benefit anyone, and it shouldn’t be rewarded with higher pay. Employers are more interested in outcomes than effort alone.

Being the Loudest in the Room Doesn’t Mean Being the Smartest

Speaking up often or dominating meetings isn’t the same as leading with insight. Volume and visibility might catch attention, but substance is what truly influences change. Some employees equate assertiveness with performance, when in reality, their contributions may be shallow or misaligned. Raises should go to those who bring clarity, solutions, and strategic thinking—not just noise. Influence should come from value, not volume.

A man holding a bunch of cash for an employee getting a raise

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Taking Credit Without Accountability Doesn’t Fly

There are those who always seem to take credit for success but disappear when accountability is needed. Claiming ownership of wins is easy; standing up when things go wrong is the real test of leadership. A raise is about trust and reliability, not just recognition. If someone consistently seeks praise but avoids responsibility, they’re not showing the maturity required for higher compensation. Integrity matters just as much as results in determining whether someone is ready to earn more.

Being the “Go-To” for Drama Doesn’t Equal Value

Some employees insert themselves into every workplace situation, often under the guise of being helpful or in-the-know. But being involved in everything doesn’t mean contributing meaningfully to anything. If someone is more known for stirring conflict or gossip than solving problems, they’re not adding value—they’re creating noise. Raises aren’t awarded for popularity or drama management; they’re earned through strategic impact and trust. Being busy with politics isn’t the same as being productive.

Earning, Not Expecting, Should Be the Standard

Raises are not owed—they’re earned through measurable contribution, strategic thinking, and consistent excellence. While it’s tempting to assume that personality, presence, or effort alone are enough, compensation must be tied to impact.

The workplace rewards growth, results, and the ability to elevate others—not just time served or social prowess. Organizations need people who lead through substance, not just surface-level behavior. If there’s agreement—or disagreement—on this list, share a thought or comment below and join the conversation on what truly makes someone raise-worthy.

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Brandon Marcus

Brandon Marcus is a writer who has been sharing the written word since a very young age. His interests include sports, history, pop culture, and so much more. When he isn’t writing, he spends his time jogging, drinking coffee, or attempting to read a long book he may never complete.