By Abhay Ray 
Introduction
Tata Consultancy Services (TCS) has introduced a new rule, mandating at least 225 days of billing every year for all employees. The move aims to encourage employees to be more active and ready for assignments. According to the updated policy, the maximum number of days an employee can remain on the bench – when you are not assigned to any client project – is limited to 35 days per year. This policy came into effect on June 12.
Implications of the 35-Day Bench Period on Staff Morale
The documents reviewed by the news portal showed that if an employee fails to work for a minimum period of 225 business days in the last 12 months and has longer unallocated periods, or more than 35 business days a year, this will impact the individual’s compensation, career growth, avenues of overseas deployment in future, and employment in TCS.
“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,” reported the news portal, citing the company documents.
Responsibility lies with Associates during Unallocated Periods
According to the document, associates not assigned to any project must take the initiative to find work. “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.” Unallocated resources are defined as those who are released to RMG, available for new assignments, and currently reporting to RMG.
Upskilling Mandatory for those on Bench
While on the bench, associates are expected to dedicate 4 to 6 hours daily for learning through internal platforms such as iEvolve, Fresco Play, and VLS, along with external platforms like LinkedIn. They must complete all required training, attend recommended in-person sessions, and regularly update their skills. Associates are also expected to use TCS’s Gen AI interview coach, address interview feedback, and complete training programmes with full attendance.
Work-from-office becomes the Default Mode
To enable faster project deployment, TCS has made physical office presence compulsory. Work-from-home or flexible work arrangements are not generally permitted. “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.”
Discouraging Short-Term Assignments
As part of its revamped deployment strategy, TCS is actively discouraging frequent short-term project assignments. Previously, associates were often moved between smaller projects lasting just a few weeks or months, resulting in higher bench occurrences and inconsistent utilization. The new policy emphasizes longer – duration, stable projects that ensure sustained billing and deeper engagement.
This change aligns with the broader goal of improving resource predictability and minimizing administrative overhead from constant reassignments. Short stints often require repeated onboarding, domain familiarization, and handovers processes that consume valuable time without yielding significant client or business value.
Employees are now encouraged to seek long-term roles, and the Resource Management Group (RMG) is prioritizing allocations that support continuous engagement and skill alignment, reducing unnecessary bench periods between brief projects.
Impacts on Compensation & Career Growth
TCS’s new bench policy capping unallocated time to 35 business days annually directly influences both employee compensation and career trajectory. Associates who exceed this bench threshold may see a negative impact on their variable pay components, which are closely tied to billable utilization and project contributions. Since TCS evaluates performance partly based on the number of billed days (minimum 225 required), prolonged bench periods could result in lower performance ratings, which in turn affect annual bonuses, salary increments, and promotion cycles.
Moreover, staying unbilled for extended periods may signal lower demand for an associate’s skill set, prompting re-skilling requirements or internal reviews. For mid- and senior-level employees, being on the bench too long may also lead to limited role visibility and reduced chances of getting staffed on high-impact projects, both of which are crucial for leadership development and long-term career advancement within the organization.
Conclusion
TCS’s new bench policy, capping unallocated time at 35 business days annually, aims to boost employee productivity, enhance skill readiness, and ensure better project alignment. While encouraging proactive engagement and upskilling during bench periods, the policy also places the onus on employees to seek assignments and maintain billable status. With significant implications for compensation, promotions, and overseas opportunities, the rule promotes long-term project engagement and discourages short-term deployments. Overall, the policy reflects TCS’s strategic focus on workforce efficiency and sustained client value, but it may also add pressure on employees to constantly remain deployable.
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