New York Retaliation Lawyer
At Nisar Law Group, P.C., we understand that dealing with employer retaliation can be overwhelming and intimidating. Our experienced employment law attorneys are here to protect your rights and help you navigate through the complex legal process. We have a proven track record of success in representing employees who have faced retaliation in the workplace.
Take action now and let us fight for justice on your behalf! Contact Nisar Law Group, P.C. today at (212) 600-9534 for a consultation with a retaliation lawyer near you.
What is Employer Retaliation?
Employer retaliation occurs when an employer takes adverse actions against an employee for engaging in protected activities. These protected activities may include:
- Filing a complaint of discrimination
- Reporting illegal activities or violations of regulations
- Participating in an investigation or providing testimony
- Requesting reasonable accommodations for a disability
- Exercising rights under the Family and Medical Leave Act (FMLA)
It is essential to note that retaliation can take various forms, including termination, demotion, pay reduction, negative performance evaluations, hostile work environment, and other adverse actions.
How Can Nisar Law Group, P.C. Help?
Our team of dedicated employment attorneys has extensive experience in handling employer retaliation cases. We will guide you through the process, ensuring that your rights are protected and seeking the compensation you deserve. Our services include:
- Thoroughly investigating your case to gather evidence and build a strong legal strategy
- Filing complaints with the appropriate government agencies
- Negotiating with your employer to reach a favorable settlement
- Representing you in court if litigation becomes necessary
We understand the emotional and financial toll that employer retaliation can have on your life. Our attorneys will provide compassionate support and aggressive advocacy every step of the way.
Call Our New York Employer Retaliation Lawyer
If you believe you have been a victim of employer retaliation, don’t hesitate to seek legal help. Contact Nisar Law Group, P.C. today to schedule a consultation with one of our experienced employment law attorneys. We will evaluate your case, answer your questions, and provide you with the guidance and representation you need to fight for your rights. Your initial consultation is confidential and comes at no cost to you.
Take action now and let us fight for justice on your behalf! Contact Nisar Law Group, P.C. today at (212) 600-9534 for a consultation with a retaliation lawyer near you.
Why We're the Right Choice
- Seasoned Litigators Who Have Handled Numerous Jury & Bench Trials
- Providing Representation with Clarity, Honesty & Integrity
- Building Long-Term Affiliations & Relationships
- Offering Consultations for All Case Types We Handle
Frequently Asked Questions About: Workplace Retaliation
Workplace retaliation happens when your employer takes negative action against you for engaging in legally protected activities – like reporting discrimination, filing a harassment complaint, or participating in an investigation. It’s essentially punishment for doing the right thing. Retaliation can include firing, demotion, salary cuts, schedule changes, or creating a hostile work environment. The key is that your employer is responding negatively to your protected activity, not legitimate performance issues.
First, document everything – keep detailed records of discriminatory incidents, including dates, witnesses, and what was said or done. Report the discrimination through your company’s internal complaint process if one exists, but don’t let that stop you from filing external complaints. You can file a complaintwith the EEOC within 180 days (300 days in some states) of the discriminatory act. Most importantly, don’t stay silent – discrimination rarely stops on its own, and you have legal protections against retaliation for speaking up.
A strong retaliation case has three key elements: clear protected activity (like filing a discrimination complaint), an adverse employment action (like termination or demotion), and a causal connection between the two. The stronger the timeline connection – especially if negative actions happen shortly after your protected activity – the stronger your case. Good documentation is crucial: emails, performance reviews, witness statements, and records showing how your treatment changed after your protected activity.
Proving unfair treatment requires documenting patterns and comparing your treatment to similarly situated employees. Keep records of how colleagues with similar performance receive different treatment – better assignments, promotions, or discipline. Save emails, performance reviews, and witness contact information. Look for timing patterns – did your treatment change after you complained about something or engaged in protected activity? The more concrete evidence you have showing different treatment, the stronger your case becomes.
To prove retaliation, you need to establish three things: you engaged in protected activity (like reporting harassment), your employer took adverse action against you (like firing or demoting you), and there’s a causal connection between the two. The timing is often key – retaliation frequently happens soon after protected activity. Document everything: changes in your supervisor’s behavior, negative performance reviews that contradict previous positive ones, exclusion from meetings or opportunities, and any comments linking your protected activity to negative treatment.
Initially, you need to establish a “prima facie” case by showing: (1) you engaged in protected activity, (2) you suffered an adverse employment action, and (3) there’s a causal connection between them. Once you establish this, the burden shifts to your employer to provide a legitimate, non-retaliatory reason for their actions. Then you get the chance to prove their reason is just a pretext for retaliation. This legal framework helps protect employees by requiring employers to justify their actions when timing looks suspicious.
Yes, managers can and do face consequences for retaliation, though it varies by company and situation. Some employers take retaliation seriously and will discipline or terminate managers who engage in it, especially when it creates legal liability. However, many companies protect their managers and may only take action when faced with successful lawsuits or significant legal pressure. Don’t assume your company will automatically discipline a retaliating manager – you may need to pursue legal action to hold both the manager and company accountable.
Very serious. EEOC complaints trigger formal investigations that can result in significant financial penalties, mandatory policy changes, and ongoing monitoring of your employer. Even if the EEOC doesn’t find in your favor, filing gives you the right to sue in federal court. Employers often take EEOC complaints seriously because they can lead to costly litigation and damage to their reputation. Many discrimination and retaliation cases settle after EEOC complaints are filed, showing that employers understand the potential consequences.
You must prove three elements: protected activity, adverse action, and causation. Protected activity includes filing EEOC complaints, reporting harassment or discrimination, participating in investigations, or opposing illegal practices. Adverse action is any negative employment action that would discourage a reasonable person from engaging in protected activity – this includes obvious actions like firing, but also subtler ones like schedule changes or exclusion from opportunities. Causation requires showing the protected activity was a motivating factor in the employer’s decision.
Retaliation takes many forms beyond obvious actions like firing. Common examples include: sudden negative performance reviews after previously positive ones, exclusion from meetings or important projects, schedule changes that make your job more difficult, denial of promotions or raises you’d normally receive, increased scrutiny or micromanagement, reassignment to less desirable duties or locations, and creating a hostile work environment through isolation or harassment. Even subtle changes in how you’re treated can constitute retaliation if they’re linked to your protected activity.
