My Coworker Makes More than Me. Now What?

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Question:

After ten years at my company and twenty-five years in my field, I’ve built a reputation as the person who gets called in when things go sideways. I hold advanced credentials, handle complex work, and consistently perform at a high level.

So it’s a gut punch to learn a less experienced colleague, hired three years after me and doing similar work, earns at least ten percent more than I do. I suspect he negotiated more effectively when hired. Still, after all this time and proven performance, I’m struggling to understand why my pay hasn’t caught up to my value.

I raised this situation with my manager, explaining it didn’t feel fair. His answer came down to how our pay is structured. Each role sits within a set salary range, and raises are calculated as a percentage of current salary. In other words, if someone starts higher, they stay ahead. Even with a promotion, I’d likely land at the lower end of the next range.

I like my job and respect my manager, but it’s hard to ignore a pay gap that now feels baked in. My manager says it’s out of his hands and to take it up with the leaders above him. He’s left me with feeling I need to accept my pay, or quit and find a new job, and negotiate better next time.

Answer:

Let’s start with the uncomfortable truth. Your company has had years to notice your experience, your credentials, and track record of fixing high-stakes problems. Yet you’re still under-leveled and underpaid.

Your manager gave you the right next step: take this to your company’s leadership. To succeed, you need to shift your argument. Right now, you’re framing this as a fairness issue. The people who can fix it will hear it as a business decision.

So, step out of the comparison trap. Leave your colleague out of it; he probably negotiated better, and that created a gap that’s compounded over time.

Instead: What value do you deliver? What level are you operating at? What risk does the company take if they underpay you?

Try: “I’m currently performing at [next level] based on scope, complexity, and impact. Based on my responsibilities and market data, I believe I’m operating at [next level]. What would it take to formally move me there?”

Back what you say with evidence you’re already operating at the next level. List the revenue or client impact tied to your work; the projects you’ve rescued; the specialized expertise others rely on. That’s the conversation that gets traction.

Meanwhile, quietly test your market value: Talk to recruiters. Apply selectively. See what offers look like. This tells you what you’re actually worth right now and gives you leverage. If the number out there is significantly higher, you’ve just found your answer.

Here’s the tough truth: The market resets value all the time, just not usually inside the same company.

Bottom line: You’re at a decision point. You’re not stuck because someone negotiated better years ago. You’re only stuck if you don’t re-negotiate now—with evidence.

Make your case.

© 2026 Lynne Curry, PhD, SPHR, SHRM-SCP