What Happens in December Doesn’t Stay in December: A Post‑Holiday Survival Guide for Employers

By Samantha Halem, Alicia Ward, Sarah Ruter, Sophie Levine, Charlotte Petilla   January 6, 2026

’Twas the week after the holidays…

’Twas the week after the holidays, when all through the office,

The parties were over, but not every consequence.

The bonuses were issued, the PTO was spent,

But those few awkward moments can become a lament.

While the winter holidays may be winding down, the real workplace challenges often emerge after the decorations come down. New complaints surface, feelings about bonuses linger, and questions arise about any new changes implemented by the organization.

To help employers manage the post-holiday fallout (and start the new year on steady footing), here are some seasonally inspired reminders to keep in mind.

Silent Night? Not Quite: When Holiday Issues Surface Later

Holiday gatherings may be over, but concerns often arise days or even weeks afterward.

  • Take employee complaints seriously, regardless of whether the incident occurred weeks ago.
  • Investigate promptly and ensure all complaints are handled consistently.
  • Avoid common missteps, such as dismissing conduct as “just holiday fun,” moving the person who complained for protection, or punting on grounds that the incident wasn’t “on the clock”.
  • Take seriously any concerns raised related to accessibility and reasonable accommodation (e.g., wheelchair accessible space, chairs and tables available for persons who cannot remain standing, allergy-friendly food choices, etc.)

Failure to properly triage and address post event flare-ups is often where legal risk truly begins.

Naughty or Nice? Revisiting Conduct After the Party

There is no “holiday” exception to workplace rules.

  • Anti-harassment, discrimination, and professionalism policies still apply to holiday (or any social) events.
  • Managers should reflect on what they observed and flag concerns early.
  • Address inappropriate behavior swiftly to prevent repeat issues in the new year.

What seemed minor in December could escalate if ignored in January. Make the resolution next year to learn from this year’s mistakes, and consider changes such as implementing clearer alcohol policies, inviting significant others to parties, and making sure that employees who have been drinking have a safe way to get home.

When the Cheer Wears Off: Bonuses, Gifts, & Hard Feelings

Year-end compensation decisions can leave lasting impressions.

  • Be prepared to explain bonus eligibility and decision-making criteria, as well as how commission plans allocated particular sales.
  • Apply policies consistently to avoid claims of favoritism or discrimination.
  • Remember that bonuses may implicate wage-and-hour and leave laws depending on how they are structured.
  • While disclosure of bonus amounts is not impacted by new pay transparency requirements, disclosure of base pay ranges may be required for current employees. Contact your HRW team member to discuss questions you have about whether disclosure in a given situation is required and what specifically must be disclosed.

Clear communication can help prevent lingering resentment or legal exposure. This is a good time to review existing bonus plans, commission plans, and overall compensation. The language of such plans or agreements should be tailored to effectuate your goals. If the calculation of a bonus is solely based on hard numbers, be clear on how the calculation is done and precisely what factors are considered. If a bonus is discretionary, you need language that does not create an entitlement.

“Optional” Still Matters…Even After the Holidays

Concerns sometimes arise when employees felt pressured to attend holiday events.

  • Reassess whether attendance was (or felt) truly voluntary.
  • Watch for complaints tied to perceived exclusion or retaliation.
  • Use feedback to improve planning for future events.
  • Serving alcohol at a party requires compliance with strict laws. Additionally, be careful of over-serving or creating a high pressure culture where people are expected to drink.

Optional should mean optional — in December and beyond.

Deck the Halls… Then Take Them Down Thoughtfully

Décor and messaging can continue to matter even after the season ends.

  • Be mindful of lingering decorations tied to specific religious holidays.
  • Use inclusive language when reflecting on year-end events or communications, both internal and external.

Always remember: inclusivity doesn’t end when the holidays do.

Auld Lang Syne: Resetting Expectations for the New Year

As employees return from time off and refocus on work:

  • Re-communicate expectations around conduct, performance, and professionalism. Re-circulate policies and procedures. Remember some policies need to be redistributed to all employees each year.
  • Address unresolved issues before they carry into the new year.
  • Consider refresher training or policy reminders early in Q1. If mistakes were made that need to be corrected in Q1, consider being open about why the policy was adopted.

A proactive reset can prevent post-holiday issues from becoming year-long problems.

Final Frosty Reminder

While the holidays may be behind us, their impact on the workplace often is not. Taking time now to address concerns, clarify expectations, and reflect on lessons learned can help employers start the new year on solid ground.

If questions arise about post-holiday conduct, bonuses, or workplace concerns, the HRW team is here to help.

For questions or more information, please contact:

Hirsch Roberts Weinstein 2026 All Rights Reserved 

 

Thank you for reaching out to contact Hirsch Roberts Weinstein LLP (“the Firm”). Before you send your message, we wanted to make sure you are aware of the following. Please do not send any confidential information in response to this link. Sending an e-mail to the Firm or any of its attorneys does not give rise to an attorney-client relationship, and will not be deemed to disqualify the Firm from undertaking any engagement for a current or future client. Before any attorney-client engagement may be formed, the Firm will need to check for possible conflicts of interest, you will need to consider whether you wish to retain the Firm as counsel, and we will need to consider whether we wish to accept the potential engagement. In the meantime, the Firm reserves the right to represent parties with interests adverse to you.

Accept Decline