TCS Ends Remote Work, Gives Employees 35 Days to Join Projects or Face Action

“TCS Makes Bold Move: TCS Ends Remote Work, Gives Employees 35 Days to Join Projects”

Tata Consultancy Services (TCS) has introduced a bold new associate deployment policy, marking a significant shift in its workforce management strategy. Under the new guidelines, TCS ends remote work for employees who are on the bench and limits their unallocated time to a maximum of 35 business days per year. This change, effective from June 12, 2025, reflects the company’s aim to enhance workforce utilisation and align employee output more closely with business goals.

TCS Ends Remote Work for Unallocated Employees

The core of the new policy is a clear statement: TCS ends remote work for associates not currently assigned to client projects. Employees on the bench will now be required to report to office, breaking away from the hybrid or remote work culture that had become widespread during the pandemic. TCS believes that a physical presence ensures better accountability, focused upskilling, and faster deployment readiness.

35-Day Bench Cap: Redefining Resource Allocation

TCS’s updated deployment policy imposes a strict cap of 35 business days per year for bench time. Associates must now be billed for at least 225 business days annually. The company describes this as a “utilisation-driven” strategy designed to minimise idle time, boost productivity, and encourage proactive career ownership among employees.

The move signifies one of the most aggressive approaches to managing unallocated time in the Indian IT sector. Traditionally, the bench period allowed employees to undergo reskilling or wait for new project opportunities. With this new rule, TCS ends remote work flexibility and urges employees to actively seek project allocations or engage in structured upskilling initiatives.

Mandatory Upskilling During Bench Period

As part of the policy, employees who remain unallocated during the 35-day window must undergo mandatory upskilling. TCS has outlined specific learning platforms, including iEvolve, Fresco Play, VLS, and LinkedIn Learning. Associates are expected to dedicate 4 to 6 hours daily to training, complete assigned certifications, and participate in both online and in-person learning modules.

This structured upskilling framework supports TCS’s long-term objective of building a future-ready workforce that can handle emerging technologies, especially in areas like AI, cloud computing, and cybersecurity. The company believes that mandatory learning not only helps individuals grow but also adds value to client projects through enhanced competencies.

Longer Engagements, Less Churn

Another key aspect of the new policy is a discouragement of frequent, short-term project assignments. TCS wants to promote longer, stable engagements with clients to reduce operational churn and improve delivery efficiency. By maintaining consistent teams, the company aims to deliver better results and build deeper client relationships.

This strategic shift also comes as clients worldwide tighten IT budgets, prolong decision cycles, and push for cost-effective solutions. TCS ends remote work and focuses on long-term planning to mitigate these external uncertainties.

Aligning with Industry Trends

TCS’s decision comes amid broader challenges faced by the global IT services industry. With rising inflation, macroeconomic headwinds, and slowing client demand, IT firms are rethinking traditional approaches to staffing. Instead of hiring aggressively, companies like TCS are focusing on internal optimisation, agility, and skills alignment.

Despite these pressures, TCS has maintained a no-layoffs policy. Instead, it opts for performance-based filtering and internal redeployment. By capping bench time and ending remote work for unallocated employees, the company reinforces its commitment to internal agility and efficient resource use.

Impact on Career Growth and Compensation

The new rules carry implications for both compensation and career advancement. Associates who fail to align with the deployment policy may find it harder to receive performance bonuses or secure internal promotions. Conversely, those who actively engage in upskilling and align with project demands will likely benefit from faster growth and better appraisals.

Additionally, TCS ends remote work policies for benched employees to improve communication, collaboration, and team morale. This office-first approach is designed to enhance participation in learning programs and make associates more responsive to deployment opportunities.

Role of Resource Management Group (RMG)

The Resource Management Group (RMG) at TCS plays a pivotal role in overseeing deployments. Under the new framework, it is the responsibility of unallocated employees to proactively coordinate with RMG and secure new project allocations. The company emphasizes that associates must show initiative in seeking opportunities and staying project-ready.

If no allocation is made within 35 days, the associate must justify continued bench status through active participation in learning or internal assignments. Failing to do so may affect their overall performance evaluation.

Global Workforce Strategy in Action

With over 600,000 employees globally, TCS’s policy shift reflects its continued evolution as a global IT leader. By ending remote work for benched employees and promoting in-person collaboration, the company is recalibrating its workforce model to better suit post-pandemic realities.

TCS’s hybrid model remains in place for billable employees where applicable, but the shift for bench employees highlights the importance of face-to-face engagement in training and deployment processes.

Final Thoughts: TCS Ends Remote Work with a Purpose

In conclusion, the decision by TCS to end remote work for benched employees and limit their unallocated time to 35 days signals a strong commitment to productivity, skills development, and operational efficiency. The move may appear strict, but it reflects the company’s broader strategy of adapting to changing global demands while continuing to invest in its workforce.

As the IT services landscape becomes more competitive and cost-sensitive, companies like TCS are leveraging policies that foster resilience, agility, and continuous learning. With this new approach, TCS is not just enforcing compliance—it is preparing its workforce for the next phase of technological transformation.

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