Tata Magic: 3 മാസം കൂടുമ്പോള് ബോണസ് നല്കുന്ന ടാറ്റ കമ്പനി; ശമ്പളത്തിന് പുറമേ കമ്പനിയുടെ ഒരു കൈതാങ്ങ്
big lottery for employees tcs announced 100 percent qva for 70 percent workforce in january march quarter
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India.com
an hour ago
- India.com
After laying off 12000, Noel Tata's TCS gives good news to employees, to roll-out salary hikes for 80% of…, effective…
India's largest IT company, Tata Consultancy Services (TCS), has been in the news in recent days. The company recently announced the layoff of 12,000 employees, which made it part of discussions. However, a recent decision by the company can boost employee morale. TCS revealed that it will be increasing the salaries of 80% of its workforce. TCS Salary Hike India's largest IT services company Tata Consultancy Services (TCS) informed employees that it will roll-out wage hikes for about 80 per cent of workforce, covering mid to junior levels. The wage hikes will be effective September 1, TCS CHRO Milind Lakkad and CHRO Designate K Sudeep said in an email to employees on Wednesday. 'We are pleased to announce a compensation revision for all eligible associates in grades upto C3A and equivalent, covering 80 per cent of our workforce. This will be effective 1st September 2025,' says the email seen by PTI. The email goes on to say: 'We would like to thank each one of you for your dedication and hard work, as we build the future of TCS together.' The extent of wage hikes could not be immediately ascertained. When reached for comment, the company in a statement said: 'We can confirm that we will be issuing wage hikes to around 80 per cent of our employees effective 1st September 2025.' TCS To Layoff 12000 Employees The move to reward and retain talent comes at a time when TCS has decided to lay off over 12,000 employees as part of what it describes as a broader strategy to become a 'future-ready organisation'. This entails focus on investments in technology, AI deployment, market expansion, and workforce realignment, according to the company. 'TCS is on a journey to become a future-ready organisation. This includes strategic initiatives on multiple fronts, including investing in new-tech areas, entering new markets, deploying AI at scale for our clients and ourselves, deepening our partnerships, creating next-gen infrastructure, and realigning our workforce model,' the company had said last month as the news of layoffs shook the IT industry. 'Towards this, a number of reskilling and redeployment initiatives have been underway. As part of this journey, we will also be releasing associates from the organisation whose deployment may not be feasible. This will impact about 2 per cent of our global workforce, primarily in the middle and the senior grades, over the course of the year,' TCS had then said. The layoffs at TCS have, in fact, ignited larger conversations on whether or not the IT industry itself may be headed for a major reset, amid turbulence from global macro uncertainties, impact of US' crushing tariffs on overall outsourcing sentiments, and the AI-led disruptions. As it is, India's top IT services companies have delivered single-digit revenue growth in Q1 FY26, capping off a somewhat-sobering June quarter as macroeconomic instability and geopolitical tensions have weighed on global tech demand and delayed client decision-making. (With Inputs From PTI)
India Today
an hour ago
- India Today
Is PIP the new pink slip for IT companies? Experts on 'silent exit door' trend
A few days back, a Reddit post made the rounds. An anonymous user claiming to be a TCS employee shared that he had been placed under a Performance Improvement Plan (PIP). The post wasn't loud but quiet, desperate, and unsettling. "PIP has been initiated against me in TCS," he wrote. A two-year stint, a D-band performance rating, project change, and then a sudden drop in two weeks into a two-month PIP, he found himself unsure whether to resign or wait it had questions. Will he get his experience letter? Will he have to serve a three-month notice? If his manager gives a bad review, what happens next? Termination? Or worse, a silent push to resign?PIPs EVOLVE AS SUBTLE CORPORATE TOOLS BALANCING SUPPORT AND EXIT STRATEGIES This is not the first time such questions have surfaced, but this time, they stuck. The questions raised were poked at the soft underbelly of corporate processes that often get dressed up as policy but carry a different weight in IT industry doesn't announce its stress in press notes. It leaks out in exits, silent corridors, and cryptic HR calls. PIP, meant as a tool to improve, increasingly resembles a corridor to the exit."The real damage extends beyond individual careers -PIPs are creating a culture of perpetual anxiety where even high performers constantly fear being next, leading to risk-averse behaviour and innovation paralysis", says Ankur Agarwal, founder of the LHR just in TCS, but across sectors. And with voices like Geoffrey Hinton, the AI pioneer, warning about shifts in workforce dynamics, and leaders like Mark Zuckerberg hinting at efficiency-driven cuts, it is no longer a one-company only the tech giants but also the CEOs of small companies are issuing daily warnings about new developments in AI and how they impact the employability what is a PIP in the real sense, and how does it land on an employee's life? That's where experts come originated as a legitimate HR best practice in 1990s American MNCs, designed around the principle of "no surprises" original framework was genuinely developmental -if an employee was underperforming, they deserved 60-90 days of structured support with clear metrics, regular feedback, and additional resources like training or mentoring."The goal was actual improvement, and many employees successfully completed PIPs and thrived in their roles", says like Citigroup, GE saw it for the first time in the 2000 to 2010 eraadvertisementHowever, somewhere in the 2010s, PIPs began morphing from improvement tools into exit Aron, who leads Marching Sheep, doesn't mince her words. 'PIPs were never meant to be quiet exit strategies. But that's what they've become in many places,' she says. According to her, a true PIP begins before the paperwork. It begins with believes that sitting across a table won't help, but sitting on the same side of it and employees must become co-investigators, not adversaries. What's not working? How can it change? What can be done realistically? When these questions replace corporate template mailers, PIP becomes something else, a map, not a makes a point rarely spoken out loud: HR shouldn't just guard policies. It must protect people, culture, and the intent behind the policy."A PIP driven by frustration or target-driven exits is a misuse. Worse, it breaks trust, the one thing companies often say they value", says PIPs MIRROR PAST EXITS, TRUST IN PERFORMANCE SYSTEMS ERODESThere is another layer to the story, what happens when the culture around PIPs has already been poisoned by past actions? That's where Professor Kakoli Sen, IIM Sambalpur, HR veteran and academic voice, comes in. Her response is more clinical but no less is non-negotiable. Everyone is accountable," she says. But she's clear that accountability must come with clarity. Her point?A performance plan that comes as a surprise after a year of silence is not a plan, it's punishment. She adds, "The moment you say 'this is your last chance', the employee stops thinking about improvement. They start thinking about damage control."According to her, performance systems must start not at the end, but at regular checkpoints, monthly if possible, at least coaching, clarity of goals, and early warnings of drift. In most cases, this doesn't happen. Instead, after 12 months of ambiguity, employees are served a piped judgement with no roadmap."Culture matters here. If past cases have shown that PIP equals exit, then the message is internalised. And in that case, even a genuine attempt at performance correction will be met with suspicion, not cooperation", said Kakoli Sen while responding to a question to India Today gives an example: "If a person is moved from a prominent department to a back-end one, the organisation must ensure that the shift isn't perceived as a demotion." Because the perception becomes someone is marked as less useful, others follow suit. Motivation drops. Exit becomes what should be done? According to both Aron and Sen, the answer lies in intent and consistency."When combined with AI displacement and the talent pipeline destruction we discussed, PIPs represent the final nail in the coffin of employee development. Instead of investing in reskilling their workforce for an AI-augmented future, companies are using PIPs to quietly shed "legacy" talent while avoiding the honest effort needed to make them stay relevant", says SHOULD BE DONE IN REAL AS PER EXPERTSHR must build a system where the PIP is not a sudden thunderclap but a navigated storm."A Performance Improvement Plan should be a roadmap for growth, not a corporate exit strategy," says Mandeep Singh, Founder of FlickeZ."With clear goals, support, and coaching, a PIP can help unlock untapped potential. It must be seen as a reset, not a verdict. When used right, it becomes a catalyst for progress, not a signal to leave," he further adds. There must be training for managers, clarity on when PIPs are valid, proof of support extended before initiating one, and a strong record that PIP does not automatically mean short, transparency is the only way out. As Sen says, "You can't ask someone to perform under the fear of exit and expect peak delivery. It doesn't work in sports, it won't work in offices."The Reddit post ends without a resolution. Like most such stories, it fades into the noise. But it did what it was meant to do, it pulled the curtain in doing so, reminded us that what is called 'process' often leaves human lives in its are not paperwork. They're people-work. What companies do with this knowledge will define whether their workforces stay fearful or future-ready. And that choice, in the end, is theirs alone.- EndsMust Watch
Economic Times
2 hours ago
- Economic Times
Former astronomer CEO Andy Byron faces $40,000 OnlyFans scandal following Coldplay kiss-cam fallout
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