A New York HR director shared what it was like for her company when the dynamic shifted. An executive came in with a printed screen of a group message, with yellow highlights for emphasis. “Just jokes” for some, but for her, it was a daily message that she did not belong.
This brought about an in-house inquiry, a long weekend of poring over regulations about worker conduct in New York, and a reflection on company culture.
Of course, that is not an isolated incident. New York City has created some of the toughest shields for employees to protect themselves from sexual harassment, workplace bullying, discrimination, or work conditions that could potentially harm them. These policies extend far beyond the mere threat of a lawsuit.
They influence the language that is used between colleagues, the tone that administrators use in addressing issues that occur, and whether or not employees feel safe enough to work effectively.
This guide outlines what employers must know about workplace conduct in New York, including policy mandates, sexual harassment training requirements, new regulations on workplace violence prevention, and more.
Why New York Workplace Conduct Rules Matter
New York’s laws respond to real harm, not theory. Data from surveys administered by state agencies and advocacy organizations indicate that a significant number of employees are still being sexually harassed, discriminated against, or suffering from retaliation despite current legislation.
Furthermore, there is also an increase observed in work-related violence experienced by retail and consumer-service employees in New York. This led to the establishment of new rights for such employees.
When this is adopted by employers as an ongoing process as opposed to an end result or a one-time project, the benefits involved extend beyond having the law on their side:
- Lower turnover and fewer “quiet exits” after unchecked misconduct
- Better performance from teams that feel respected
- A stronger reputation with candidates, clients, and regulators
New York’s framework is designed to change day-to-day behavior, not just policy binders.
Core Principles Behind New York Workplace Conduct Regulations
Although “workplace conduct” is a broad term, there is a core of similarities between New York’s regulations:
Anti-discrimination and anti harassment as a baseline
The New York City Human Rights Law protects workers from harassment and discrimination based on numerous protected characteristics, including sex, gender identity, race, age, disability, religion, and more.
Low threshold for harassment
Under New York City law, harassment need not be “severe or pervasive” to be illegal. Conduct that goes beyond “petty slights or trivial inconveniences” can be enough.
Anti-retaliation protections
Workers are protected when they report misconduct, participate in investigations, or support colleagues who raise concerns.
Affirmative duties for employers
It is important for companies to implement certain policies, training, or procedures for complaints, while it is not enough for companies to react to a situation that goes wrong
In considering what constitutes work regulations in New York, it is important to understand that these regulations provide a framework of guidelines that serve as guardrails, demarcating what is respectful.
Required Policies And Written Standards
New York mandates that each employer must implement a sexual harassment prevention policy that meets certain statutory standards. This policy must be in writing.
That policy must:
- Prohibit sexual harassment and clearly state that it is a form of misconduct
- Describe applicable state and federal laws, as well as the process of filing an internal complaint.
- Add information about external complaint procedures that one can follow, such as that of the New York Division of Human Rights or the EEOC. These external bodies provide additional avenues for complaining about
- Prohibit retaliation and give examples
- Provide a complaint form emthat ployees can use
Employers may adopt the state’s model policy or develop their own, provided it meets or exceeds these requirements.
Beyond harassment, many employers also maintain:
- Codes of conduct that describe expected behavior, both in person and online
- Anti-discrimination and anti-bullying policies
- Remote work conduct guidelines that extend rules to chat platforms, video meetings, and messaging apps
Policies only matter if people understand them. That means plain language, easy access (e.g., onboarding packets and intranet posts), and signed acknowledgments when possible.
Sexual Harassment Prevention Training And NYC Requirements
Since 2018, New York City law has required all employers, regardless of size, to provide annual sexual harassment prevention training to every employee.
That includes full-time, part-time, seasonal, and temporary workers, as well as many remote employees based in New York.
State-compliant training must:
- Be interactive (for example, questions, scenarios, or live facilitation)
- Define sexual harassment with specific, realistic examples
- Explain internal and external complaint options
- Address responsibilities for supervisors and managers
- Explain protections against retaliation
New York City adds an additional layer through the Stop Sexual Harassment in NYC Act. Employers with 15 or more employees, or at least one domestic worker, must provide annual sexual harassment training to employees working in the city, including some independent contractors.
- Keep training records for at least three years
- Include specific content on bystander intervention, retaliation, and complaint options
- Cover the broader NYC Human Rights Law standard for gender based harassment
Many employers meet these obligations through a New York sexual harassment training course that blends state and city requirements, adds industry-relevant scenarios, and tracks completion data for audits.
Common Mistakes And How To Avoid Them
Even with good intentions, employers can make mistakes. Some of the biggest blunders that occur often include:
- Treating training as a checkbox. Employees watch a long video, take a quiz, and never hear about the topic again. This results in low-impact learning and minimal behavior change.
- Ignoring informal complaints. Comments such as “It is probably nothing, but…” or “I do not want to make it a big deal” may still indicate conduct that violates policy or law.
- Failing to involve leadership. When executives skip training or downplay misconduct, the entire program loses credibility. Employees notice when rules apply only on paper.
- Poor documentation. Investigations without written notes, summaries, or follow-up can create risk if a complaint later surfaces in litigation or with a government agency.
- Overlooking third-party conduct. Harassment by customers, vendors, or clients can still create liability if the employer fails to act once it becomes aware of the behavior.
This forces a clear message from the leadership that, with consistent coaching, employees feel assured that the policy is being implemented consistently.
