A proposed raise deserves a clear explanation for both the employee and the organization. Those are related views, but they are not the same calculation.
Start with the employee’s pay. Show the proposed change in the stated rate and estimate what it could mean over a normal schedule. Then examine the employer’s planning view: expected paid hours, overtime assumptions, applicable employer costs, and benefits where relevant. State which items are known and which are estimates.
The time horizon matters. A raise effective partway through a year has a different current-year effect from its full-year effect. A change in rate may also affect overtime projections. If a team works variable hours, show a reasonable range instead of pretending the future schedule is certain.
A compensation model should make those assumptions easy to change. Leaders can then discuss the people decision with a fuller understanding of the cost, while keeping the individual’s contribution and fairness in view. The model supports the conversation; it does not decide what a person is worth.
For public examples, fictional data is enough to illustrate the method. Real pay records belong in systems and conversations with appropriate access controls.