logo
‘Anti-worker move to downsize...': TCS policy to cap bench time, 225 mandatory billing days slammed; here's what All India IT employees' union said

‘Anti-worker move to downsize...': TCS policy to cap bench time, 225 mandatory billing days slammed; here's what All India IT employees' union said

Time of India20-06-2025

TCS has implemented a revised associate deployment policy that requires staff members to be billable for 225 days per year. (AI image)
Tata Consultancy Services (TCS)'s latest move to mandate 225 billing days for employees and cap their bench time to 35 days has been slammed by the All India IT & ITeS Employees' Union (AIITEU).
The union has called TCS moves as a ploy to 'downsize' teams and has also termed it as an 'anti-worker' policy.
The policy, effective June 12, was introduced by Chandrasekaran Ramkumar, who leads the Global Resource Management Group (RMG).
AIITEU, representing technology workers, has labelled this directive as unfavourable to employees, suggesting it aims to reduce workforce numbers.
AIITEU has reportedly issued a statement: "The RMG of TCS is known to be responsible for ensuring adequate billability of the employees.
While it is true that long period of inactivity has an adverse effect on employees' compensation, individual growth and overseas deployment prospect, the policy also has an ulterior motive of transferring the responsibility to ensure adequate billability from the RMG to the employees.
"
Also Read |
Tata Electronics builds India's 1st semiconductor fabrication unit: Gujarat enables 1,500 residential units; mainly for Tata Group staff, suppliers
The union further stated: "It is an attempt by TCS Management to justify the organisation's anti-worker policy of Performance Improvement Plan (PIP) that the management often resorts to, during downsizing."
by Taboola
by Taboola
Sponsored Links
Sponsored Links
Promoted Links
Promoted Links
You May Like
Memperdagangkan CFD Emas dengan salah satu spread terendah?
IC Markets
Mendaftar
Undo
What is the TCS updated deployment policy?
Earlier this week TOI reported that TCS has implemented a revised associate deployment policy that requires staff members to be billable for 225 days per year, with bench duration limited to 35 business days annually.
This directive seeks to enhance efficient resource allocation whilst ensuring alignment between company and employee objectives.
According to the document examined by TOI, "At any given point in time, associates must be allocated for a minimum period of 225 business days in the last 12 months," adding that "Long periods of remaining unallocated shall adversely impact associate compensation, career growth, avenues of overseas deployment in future, and continuity of employment with the organisation."
The Resource Management Group at TCS is responsible for employee deployment and allocation. This division ensures appropriate talent placement across projects whilst maintaining optimal utilisation levels throughout the organisation.
"In the event an associate is unallocated, it is the primary responsibility of the associate to proactively engage with the Unit / Regional RMG for seeking allocation and take initiative towards pursuing suitable opportunities provided by the organisation," states the policy.
Unallocated resources comprise associates who have been released to RMG, are available for their next assignment, and report directly to RMG.
TCS offers various developmental platforms including iEvolve, Fresco Play, VLS, and LinkedIn. Associates without current assignments are required to dedicate 4-6 hours daily to relevant learning through iEvolve, fulfil all mandatory and priority training requirements, participate in RMG-recommended in-person sessions, and continuously enhance their skills to maintain interview readiness.
Also Read |
Big win! China companies now exporting 'Made in India' smartphones & electronics to US, West Asia; notable shift for Chinese brands
Additionally, they need to utilise the Gen AI interview coach, analyse and implement feedback received from previous interviews, and ensure timely completion of all training programmes with complete attendance.
TCS has mandated compulsory office attendance to ensure rapid deployment, and consequently, work-from-office exemptions and flexible working options are not available. "However, associates may request short-term flexible work options for personal emergencies in exceptional circumstances, subject to organisational policies and prior approval from the RMG."
The company has indicated that allocating employees to multiple projects for brief periods is not encouraged and could trigger HR inquiries and subsequent disciplinary action.
Stay informed with the latest
business
news, updates on
bank holidays
and
public holidays
.
AI Masterclass for Students. Upskill Young Ones Today!– Join Now

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

ITC CEO Salary Revealed: Sanjiv Puri Earns Rs 25.66 Crore During 2024-25; Details Here
ITC CEO Salary Revealed: Sanjiv Puri Earns Rs 25.66 Crore During 2024-25; Details Here

News18

timea day ago

  • News18

ITC CEO Salary Revealed: Sanjiv Puri Earns Rs 25.66 Crore During 2024-25; Details Here

Last Updated: Sanjiv Puri's salary of Rs 25.66 Crore includes a basic pay of Rs 3.53 crore, perquisites and other benefits of Rs 73.46 lakh, and performance bonus of Rs 21.39 crore in 2024-25. ITC CEO Salary: ITC Chairman and Managing Director Sanjiv Puri received a total remuneration of Rs 25.66 crore during the financial year 2024-25, according to the company's annual report 2025. It is 1.5% higher than the total remuneration of Rs 25.28 crore he received in the previous year. Puri's salary includes a basic salary of Rs 3.53 crore, perquisites and other benefits of Rs 73.46 lakh, and a performance bonus of Rs 21.39 crore during 2024-25, compared with Rs 3.12 crore, Rs 57.7 lakh and Rs 21.48 crore, respectively, during the previous year FY24. Puri's total pay is 377 times higher than the media employee salary at ITC, according to the annual report. Employees' median remuneration rose by 7%, it added. Puri was also granted a total of 1,34,500 stock options during 2024-25. As of March 2025, the CMD of ITC Ltd held 4,52,843 ordinary shares. Last year (2023-24), Puri had got a 54.38% jump in total salary from the Rs 16.31 crore he got in 2022-23. Puri joined ITC in January 1986, and is currently the chairman and managing director of the FMCG giant since 2019. He is also the president of the Confederation of Indian Industry (CII), the apex business and industry association in the country. TCS CEO K Krithivasan Salary: The total remuneration of TCS head for FY25 is estimated of Rs 26.52 crore. His package included Rs 1.39 crore in fixed salary, Rs 2.12 crore in benefits and allowances, and a substantial commission payout of Rs 23 crore, forming the largest chunk of his earnings. Wipro CEO Srinivas Pallia Salary: As per Wipro's annual report, Srinivas Pallia earned Rs 53.60 crore in FY2024-25 including salary, variable pay, long-term compensation and other benefits. On April 6, 2024, Thierry Delaporte resigned as the Chief Executive Officer and Managing Director of the company. Tech Mahindra CEO Mohit Joshi Salary: Mohit Joshi, the CEO of Tech Mahindra, received an annual pay of Rs 52.1 crore for the financial year 2024-25, according to the company's latest annual report. His compensation includes earnings from the Employee Stock Ownership Plan (ESOP), making his total pay a staggering 840 times higher than the average employee salary at Tech Mahindra. First Published: June 27, 2025, 17:12 IST

India's lost engineers built America's technology empire: Will US visa hurdles spark a tech ascent back home?
India's lost engineers built America's technology empire: Will US visa hurdles spark a tech ascent back home?

Time of India

timea day ago

  • Time of India

India's lost engineers built America's technology empire: Will US visa hurdles spark a tech ascent back home?

Picture a nation where dreams are narrowly defined, where engineering and medicine are not just career paths but cultural commandments. A country where students endure gruelling exams of staggering difficulty, claw their way into elite institutions, only to chart their futures not within its borders, but thousands of miles away. This is India, home to millions of dreamers who weigh success by effort, excellence, and global opportunity. For decades, its most brilliant minds have earned degrees and their dreams, boarded flights westward, and seeded innovations in the boardrooms of Silicon Valley. India's deep-seated and celebrated focus on engineering and medicine has produced a workforce that the world relies on, especially the United States, whose technological sector has established and flourished with the contributions of Indian talent. But now, as the land of opportunities is shrinking the welcome mat under the weight of visa restrictions and policy uncertainty, a historic crossroads has emerged: Can India transform its long-standing brain drain into a transformative brain gain? The answer may well define the next chapter of its technological destiny. When brilliance took flight The making of this diaspora dates back to a time when Indian households recited career mantras with a singular rhythm: Engineer or doctor, or you are left behind. The 1990s, with their liberalisation boom, brought an alluring promise: Engineering not just entailed prestige, it presented a silver platter of opportunities. It was a ticket to mobility, prosperity, and often, America. What started as an individual ambition propelled into a national aspiration. Coaching centres mushroomed in small towns. Families drained their savings. Aspirants competed not just for limited college seats, but for a future that seemed to be secure and lucrative. The IITs and other engineering institutions became launching pads, alas, not for Indian industry, but for outbound talent. Fueling the American tech juggernaut Meanwhile, on the other side of the globe, the US was undergoing its own transformation. A tech revolution was underway, but domestic talent pipelines were woefully short. Here, entered the H1B visa programme, a legislative bridge that connected American corporate needs with Indian intellectual capital. Indian engineers flocked to America's tech firms, first as quiet contributors, then as leaders. Companies like Infosys, TCS, and Wipro deployed thousands of workers to the US on client-facing projects. Simultaneously, American tech titans like Microsoft, Google, and Amazon opened their gates to Indian talent. It was not long before the corner offices too carried Indian names—Pichai, Nadella, Narayen. This shift wasn't accidental. It was systemic. Today, Indian nationals receive more than 70% of all H-1B visas issued annually, according to USCIS. In some years, the number has crossed 75%. The pipeline from Indian campuses to US cubicles was not a leak, it was a designed outlet. The obsession that fed two economies, but starved one India's unprecedented push for engineering education created a surplus, hundreds of thousands of engineers each year, many with no robust domestic job market to absorb them. The local ecosystem, for all its startup buzz, lagged far behind in opportunities, infrastructure, and innovation capital. The result was almost predictable: a global migration where talent sowed growth abroad and left India grappling with underutilisation and oversaturation Here claps the irony, while India exported minds, it imported software, platforms, and services, often built by its own citizens working on foreign shores. A crack in the pipeline Now, the well-oiled machinery that kept this talent drain going is grinding against new realities. The H-1B visa system, already stretched by demand, is under intense scrutiny. In FY 2024, over 780,000 applications were filed for just 85,000 slots. Multiple applications by single beneficiaries have raised red flags. Proposed reforms suggest a shift to a beneficiary-based lottery model, potentially ending the era of mass filings and gaming the odds. Add to that surging wage thresholds, stricter compliance measures, and growing political resistance to foreign labour, especially in election years, and suddenly, the American dream feels overweighted. From drain to dynamo: A new possibility for India What was once perceived as brain drain can take a U-turn to brain gain and benefit the home country, India. As global immigration hurdles rise, Indian professionals are reviewing their long-term plans. The country stands at the threshold of a potential talent renaissance. This is not merely limited to reversing the flow, but creating a conducive ground to make it a preferred destination for its own brightest minds. India today is better positioned than ever to convert returning or deterred engineers into national assets. With its expanding startup ecosystem, growing digital infrastructure, AI and semiconductor missions, and government-led initiatives like "Make in India" and " Startup India ," the soil is fertile. What it needs now is deep reform in research funding, public-private partnerships in innovation, better university-industry integration, and a cultural shift that values invention as much as instruction. Rather than being a training ground for foreign economies, India must become a destination for its own talent. That shift will require bold policymaking, targeted investment, and a conscious dismantling of the prestige economy that equates foreign relocation with success The road ahead India's engineering graduates did not just build apps; they built an empire abroad. But empire-building should no longer be an outsourced exercise. The same minds that helped power global tech can now rewire India's future—if given reason to stay, and room to rise. The question, then, is no longer just about visa quotas. It's about national vision. If the US closes its gates, India must open its own doors wider, not just for returnees, but for innovation itself. Is your child ready for the careers of tomorrow? Enroll now and take advantage of our early bird offer! Spaces are limited.

Nifty IT emerges as worst performing sector in H1 2025, down over 10%; all constituents in the red
Nifty IT emerges as worst performing sector in H1 2025, down over 10%; all constituents in the red

Mint

time2 days ago

  • Mint

Nifty IT emerges as worst performing sector in H1 2025, down over 10%; all constituents in the red

India's information technology (IT) sector has been at the receiving end of investor pessimism in 2025, with the Nifty IT index emerging as the worst-performing sectoral index so far this year. As of June 25, the index had declined over 10 percent year-to-date, even as the broader Nifty 50 posted gains of more than 8 percent during the same period. The underperformance has been attributed to a combination of global macroeconomic pressures, weak enterprise technology spending, and continued foreign institutional investor (FII) outflows. Most major IT stocks have seen significant erosion in value in the first half of 2025. Tata Consultancy Services (TCS) led the fall with a 16 percent decline. Infosys dropped over 14 percent, while Wipro and HCL Technologies fell 12 percent and 10.5 percent, respectively. Mid-sized players such as Persistent Systems and L&T Technology Services slipped 6.4 percent and 8 percent, while LTIMindtree declined 4.5 percent. Tech Mahindra, Mphasis, and Coforge were relatively resilient but still ended in the red, down 1.5 percent, 1.1 percent, and 0.7 percent, respectively. The sector's weak performance is being driven by multiple factors. A key concern has been the outflow of FIIs from Indian equities, particularly in export-heavy sectors like IT. The global macroeconomic environment has also turned unfavourable, with persistent US-China tensions, slowing economic growth in major markets, and high interest rates adding to the uncertainty. Moreover, the expected revival in IT spending by global clients has yet to materialise. Enterprises in the US and Europe are still taking a cautious stance on discretionary IT budgets, especially in the BFSI, retail, and automotive segments. Deal closures have been delayed, hurting the sector's revenue visibility. According to Motilal Oswal Financial Services, 'Muted discretionary IT spending and weak client budgets, particularly in the US, continue to weigh heavily on investor sentiment.' The brokerage expects large-cap IT companies to face continued pressure on growth due to these macroeconomic challenges. While some companies managed to maintain margins through cost controls, revenue growth has largely been disappointing. HCLTech posted a stable Q4 FY25 performance, resulting in a modest 3 percent rally, but most peers fell short of expectations. Several firms have downgraded their forward guidance, citing weak demand and prolonged decision cycles from clients. With earnings visibility remaining low, analysts have turned cautious, recommending a wait-and-watch approach until signs of a broader demand recovery emerge. Despite the poor show so far in 2025, some market experts believe that the correction in IT stocks may offer a long-term buying opportunity for investors with a contrarian view. The sector is cash-rich, enjoys high return ratios, and could benefit once global growth stabilises and tech budgets improve. However, until there is concrete visibility on client demand and deal closures, caution is likely to persist. 'Investors may consider staggered investments in select quality names with a 12–18-month view,' analysts at ICICI Securities suggested. Meanwhile, global brokerages remain divided in their outlook. CLSA maintains a cautiously optimistic stance, pointing to potential recovery in the BFSI segment, which could drive a V-shaped rebound. It sees value in select IT stocks, especially those with strong order books and sectoral tailwinds. Morgan Stanley, however, is more defensive. The firm reported weak deal activity in its interactions with IT companies and warned that a turnaround, if it comes, will be slow and uneven. It sees room for further correction if earnings miss expectations in the coming quarters and has advised investors to book profits during any near-term rallies. While CLSA finds current valuations attractive relative to long-term averages, Morgan Stanley noted that despite the correction, IT stocks still do not look cheap when weighed against muted growth forecasts. Disclaimer: The views and recommendations made above are those of individual analysts or broking companies, and not of Mint. We advise investors to check with certified experts before making any investment decisions.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store