In a decisive move to redefine employee utilisation and workforce efficiency, Tata Consultancy Services (TCS) has rolled out a new deployment policy that limits bench time to a maximum of 35 business days per year. The policy, which came into effect on June 12, 2025, marks a major shift in how India’s largest IT services company is managing internal talent amid challenging market conditions.
A Strategic Shift Toward Higher Utilisation
Under the new policy, all TCS associates must log at least 225 billed business days annually. This leaves very limited room for employees to remain unassigned to client work, a stark contrast to the earlier flexibility where longer bench periods were often used for upskilling or transitional deployment.
This move signals TCS’s clear intent to optimise its massive workforce of over 600,000 employees. Rather than following the wave of layoffs seen across the global IT sector, TCS appears to be tightening internal efficiency by improving utilisation rates and re-emphasising in-office engagement for non-billable employees.
No More Remote Work for Employees on Bench
Perhaps the most telling cultural shift is TCS’s decision to mandate work-from-office (WFO) for all employees currently on the bench. Associates who are not working on billable projects will no longer have the option to work remotely, ending the hybrid model that gained prominence during and after the COVID-19 pandemic.
This step underscores a broader shift toward accountability and active engagement, with the company likely aiming to closely monitor upskilling activities, foster collaboration, and maintain employee readiness for deployment.
Mandatory Upskilling for Unallocated Employees
Employees who remain unassigned during the 35-day bench period will now be required to participate in structured reskilling and internal development programmes. These initiatives include internal learning modules, technical certifications, and hands-on contributions to internal projects.
This approach reinforces TCS’s long-standing commitment to continuous learning but does so in a way that clearly aligns with business demands and client-readiness. In an increasingly skills-driven tech industry, these programmes aim to make associates more agile and versatile across emerging technologies.
Emphasis on Long-Term Project Stability
The company has also discouraged frequent rotations or multiple short-term project allocations. Instead, TCS is now encouraging longer, more stable client engagements, which not only help employees settle into consistent workflows but also improve delivery predictability—an essential metric in today’s volatile economic landscape.
This change is expected to reduce delivery churn and help teams focus on deeper client relationships and long-term results, rather than short-term tactical execution.
Why Now? The Global Business Context
TCS’s updated workforce policy comes amid a larger industry-wide shift. IT majors across the globe are dealing with tightening client budgets, slowdown in deal closures, and increased pressure on profitability. While earlier years were marked by aggressive hiring and pandemic-induced remote work, the current environment demands leaner, more agile teams and resource optimization.
By introducing a strict cap on bench time and encouraging internal development without resorting to mass layoffs, TCS is attempting to navigate market headwinds while still protecting its vast workforce. The strategy appears to be one of performance-based retention rather than wholesale downsizing.
A Cultural Recalibration
The latest deployment guidelines are perhaps the most significant internal culture shift at TCS in years. For an organisation known for employee stability and a people-first ethos, this move underscores a pragmatic balance between compassion and competitiveness.
While the tighter rules might raise concerns among some employees, especially those accustomed to the earlier hybrid flexibility, it’s clear that TCS is making a long-term bet on productivity, skill alignment, and business readiness.
What Lies Ahead?
Industry watchers will be keen to observe how TCS’s new approach plays out over the next few quarters. Will it drive better client satisfaction through more prepared project teams? Can it improve margins without triggering attrition? And will other IT firms follow suit with similar workforce utilisation models?
One thing is certain: in an age of rapid technological change and economic uncertainty, companies like TCS are no longer willing to leave talent idle. The bench is shrinking—and the future belongs to those who stay ready, relevant, and productive.
TCS’s new deployment policy represents more than just a procedural change—it’s a strategic recalibration aimed at navigating the complex demands of a post-pandemic, performance-driven global tech economy. By combining stricter utilisation mandates with structured upskilling and in-office discipline, TCS is sending a clear message: adaptability, accountability, and alignment with business needs are now the cornerstones of employee engagement.
