Rabota.ru carried out a survey to understand how often workers in Russia push for a salary rise, and socialbites.ca reviewed the findings to share the picture with a broader audience. The results paint a detailed snapshot of how people navigate pay discussions in the workplace and how employers respond to such requests.
Across the sample, nearly half of respondents reported that they had successfully secured a pay increase after directly approaching their employer. Specifically, 46% described an experience of salary growth following a direct conversation with their boss. Within this group, a notable majority of 63% indicated that the raise came in anticipation of higher earnings, while a smaller portion, 37%, observed a more modest increase. This highlights a common pattern: when employees speak up, many see meaningful gains, although the magnitude can vary depending on context and negotiation dynamics.
Among those who did not have to initiate the request themselves, about 35% said their company does not apply a formal practice of mid-year or annual pay adjustments in response to employee asks. In contrast, 31% of the surveyed Russians believe that changing employers is a more reliable path to higher pay, pointing to the continued importance of external mobility as a leverage strategy in the job market.
The reasons behind not asking for a raise were telling. Twenty-three percent stated they did not want a pay increase due to a fear of a negative reaction from management, while 20% admitted they were already satisfied with their current salary. These figures underscore how personal risk tolerance and perceived organizational culture influence compensation conversations, even when opportunities exist to negotiate.
Only 3% of respondents expressed concern that colleagues might criticize them or that they did not deserve a promotion at the moment. This minority reveals a social dynamic where workplace reputation and peer perception can weigh on the decision to pursue higher pay.
In the category labeled “Other”, 12% of participants noted that companies offer alternatives to direct pay raises, such as adjustments to benefits, bonuses, or indexed payouts. This shows that compensation discussions are not limited to base salary and that many workers value a broader view of total rewards as part of their remuneration package.
When asked about the frequency of salary discussions, 28% expressed confidence that any employee can request a pay raise at least once per year. Yet other responses showed nuance: 27% believed that the likelihood of a successful raise depends on the employee’s productivity, while 14% felt that the outcome hinges on the employer’s willingness to grant increases. These attitudes reflect a blend of performance expectations and organizational flexibility in compensation practices.
More frequent requests were less common. Two percent of respondents thought raises could be sought monthly or quarterly, while eight percent believed it would be appropriate to ask for a raise every six months. This spread suggests a cautious approach to timing, with some workers testing the waters more often than others, depending on their role and company cadence.
Beyond routine timing, a portion of the population considered longer intervals. Seven percent felt that salary adjustments could be discussed every one and a half to two years, and three percent believed such changes were acceptable only every few years. A notable nine percent asserted that employees should not pursue wage increases on their own, indicating a philosophical divide about initiative and formal channels within workplaces.
In closing, a cross-section of responses indicates that a significant portion of workers still believe in traditional pathways to pay growth through direct negotiation, while others rely on job changes or broader compensation redesigns. The study provides a window into the evolving expectations around earnings, retention, and the balance between personal initiative and organizational policy across the Russian labor market. It also hints at ongoing conversations about how best to align compensation with performance, tenure, and market norms, offering valuable context for workers strategizing their next career moves.
Previously reportedOne in four Russians finds their first job experience painful.