TCS Enforces 35-Day Bench Limit, Tightens Deployment Policy for Associates
New TCS rules cap unassigned time, mandate upskilling, and link bench overages to career setbacks

Mumbai, June 17: In a significant move that signals a tightening of operational discipline, Tata Consultancy Services (TCS) has rolled out a stringent new associate deployment policy, effective June 12, 2025, that redefines what it means to be “on the bench.” With a cap of 35 business days per year for non-billable time, the company is pushing for maximum utilization and workforce accountability—marking a critical shift in how India’s largest IT firm manages its talent bench.
A Strict Timeline For Being Unassigned
The policy mandates that all associates must deliver a minimum of 225 billed business days within any 12-month cycle. If they exceed the 35-day bench limit, consequences may include salary adjustments, halted promotions, limited overseas assignments, and in extreme cases, even termination of employment, according to The Federal.
This follows a broader cultural realignment at TCS, which in October 2023 had already phased out hybrid work arrangements in favor of a full 5-day in-office workweek, as reported by TechGig CIO. That transition was seen as the first domino in a series of changes aimed at restoring traditional workplace rhythms post-pandemic.
Training Is No Longer Optional
While on the bench, employees won’t be left idle. TCS now requires 4–6 hours of daily upskilling, utilizing tools like iEvolve, Fresco Play, VLS, LinkedIn Learning, and even a “Gen AI interview coach”, per reporting by SightsIn Plus. This reflects the company’s growing emphasis on AI-readiness and digital fluency, preparing its talent pool for future-forward projects in a fast-changing tech landscape.
But beneath the surface of these tools lies a message: learning must translate into billable productivity. Simply upskilling isn’t enough—employees must secure projects quickly or risk falling out of favor with HR.
Return-To-Office Is Now Corporate Doctrine
The new policy also doubles down on in-office attendance. TCS is no longer entertaining flexible work models, except in exceptional personal situations that require prior managerial approval. The company has publicly tied in-office work to benefits like faster onboarding, stronger collaboration, and more organic mentoring—all of which are harder to replicate over Zoom.
Interestingly, earlier policies had already linked variable pay bonuses to physical office attendance. As per LinkedIn insights, those clocking in 60–85% of the time were more likely to receive full bonuses, creating a quiet—but firm—pressure to show up.
Under the Microscope: Deployment Patterns Now Scrutinized
What’s new—and more controversial—is the clause discouraging frequent or short-term project shifts. If a pattern of jumping across assignments emerges, it could trigger HR scrutiny or disciplinary intervention, according to SightsIn Plus. While this appears aimed at fostering continuity and deeper client engagement, insiders fear it might stifle flexibility, especially for those in rapidly evolving tech roles or niche domains.
A Cultural Shift in Utilization Strategy
The core idea is clear: maximize workforce utilization. As per The Federal, the deployment model seeks to align company goals with individual performance by ensuring every associate is contributing tangible value most of the year. In theory, this sharpens efficiency. In practice, it raises serious questions about burnout, flexibility, and employee morale.
And yet, there’s little visible pushback from within TCS. The internal circular announcing the changes came from Chandrasekaran Ramkumar, Global Head of the Resource Management Group, with no official rebuttals or town halls announced. Publicly, the narrative has been one of operational optimization—minus the emotional undertow.
Employees React Cautiously
On forums like Glassdoor, some employees expressed concern over what they call a “watchlist culture.” One user commented that “the pressure to find a project within 35 days is intense,” especially for mid-level associates in less active business verticals. Others highlighted the stress of juggling upskilling demands while applying for roles internally or prepping for client interviews.
Still, for junior employees and recent graduates, the structured routine may be welcome. With clearly defined metrics and mandatory training, the new framework offers a roadmap—albeit a rigid one—for navigating career growth within the company.
A Broader IT Industry Trend?
TCS isn’t alone. Its policy reflects a larger trend among Indian IT giants returning to pre-pandemic office models and emphasizing utilization like never before. However, while Infosys and Wipro have been inching back cautiously, TCS has drawn the clearest line in the sand.
Analysts believe the approach could boost short-term efficiency but caution against potential attrition if not implemented with empathy. As global demand for tech talent remains uneven, maintaining agility will be crucial.
For now, the message from TCS is loud and clear: bench time is no longer a buffer—it’s a liability. Associates will need to treat every unassigned day as a countdown, not a pause.
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Neha Bhardwaj is a Reporting Fellow at Hindustan Herald, focusing daily on insightful stories from the business and finance sectors. Currently pursuing her studies at Symbiosis, Pune, Neha brings a keen understanding of economic landscapes and corporate strategies to her reporting. Her articles aim to demystify complex financial topics and keep our audience informed on the forces shaping the economy.