TCS: Two Sided Coin

I’m sure you have seen this somewhere on your feed - “TCS Women employees mass resignation..”

Tata Consultancy Services is a homegrown IT giant that has dominated the industry for the past many decades. It is a huge organisation that has over 600,000 employees (as per its latest annual report). Any decision that they take has a massive effect on their people. So why would they “force” employees to come back to the offices?

Before we dive in, let’s take a moment to reflect and remind ourselves to critically consume the behemoth of information out there. Going through the multifold reactions to this news, one thing is clear - most of the people have taken a black-and-white approach. It's either a great move from the employers or a bad one for the employees. Let’s move past the headline, and read into the reality of it.

Why are they doing it?

Numerous research studies have been conducted on the impact of remote on productivity levels; so that’s clearly not it. There are two burning questions: Why is ‘Return to Office’ so important? Why is the attrition rate higher for women than men? Milind Lakkad, the Chief Human Resources Officer at TCS has addressed them in their Annual Report. He mentions that while remote work was convenient for all, some issues had to be addressed. An important factor in deciding that was organisational culture. It is the company’s culture that determines the employee's behaviour, client satisfaction & well-being and overall business. With the help of company culture, an inclusive workplace environment is created that allows employees to work under proper mentoring, and not just be micromanaged. 

So, why is organisational culture a big deal? Alignment and connectedness are two facets of culture. In a remote work environment, technology has enabled us to operate with these facets on some level, but there’s still a huge gap of cultural values with new employees. The disruption comes from lesser time being spent in physical proximity and teams becoming smaller, based on operation. 

As mentioned by Lakkad, the downside of remote work is its effects on employee engagement and acculturation. Tenured employees are able to function effectively in a remote setting due to the fact that they have already been acclimated to the culture of the place. As reported by TCS, more than 22,000 employees were recruited in FY2023 alone! With this influx of new members, their decision to emphasize WFO seems like a welcome change.

Other side

It is a point of curiosity - the attrition rate for women was higher than men. An article by Forbes hinted at WFH being The Great Equaliser for women. To what extent is this actually true? Arguably, WFH has benefitted women in multifold ways. It has enabled us to take charge of our time. Between domestic responsibilities and work commitments, finding a balance can become difficult. But eliminate the troubles of commuting to work, and it becomes so much easier. Even Lakkad (CHRO, TCS) points to “shifts in domestic arrangements” as a possible reason. However, unless we properly examine these changes, we can only postulate the general grounds for which people might have left their jobs.

From the varied reactions this news got, the most disheartening one was the hateful judgement being thrown at women. Going through the posts, there are many people who opined that women were being lazy when asked to come to the office and were avoiding work. We have to stop bringing down people for their personal choices. We are quick to make judgments based on our assumptions, and that’s not okay. As fellow humans, we can be more empathetic and kind! 

WFO often presents personal challenges. From living expenses to travel costs, there is no denying that most of us have gotten used to the comfort of remote work. Another question is raised about offering compensation based on location. Is it enticing enough to bring people back to offices? Leaders may need to address the anxiety employees are feeling about returning to the offices. Albeit, imbibing culture, better mentoring, and synergistic collaboration are workplace essentials, they have to be integrated into the lives of remote workers with ease. From an employer's POV, it is necessary to explore the reasons for this.

Easing navigation through this change

Reimagining the workplace after the pandemic cannot be a one-size-fits-all protocol. How can we go backwards in time? The “new” normal is the reality with which we should move forward - and that favours the Hybrid Model. According to a McKinsey survey, 52% of the respondents preferred a hybrid model of work against fully remote/fully in-person. Many firms are still in the exploratory phase of finding a combination of WFH-WFO that works well for them. Some roles do not require in-person attendance at all, while others would benefit greatly from in-office collaborations and interactions. With a focus on employee experience, these times provide an opportunity for leaders to take their organisations forward and shed the olden view of the hustle culture. 

This makes one think - what could’ve been done differently? Open, transparent communication. Prior communication, especially about a major organisational change, can go a long way. For a decision so big about shifting work environments, it is helpful if people’s views are taken into account. This can be cumbersome when dealing with large numbers. But instead of taking a grand approach to change, we can start at a smaller level - with the line/project managers. Asking and answering important questions is also necessary. Why is the change needed now? What purpose does it fulfil? 

Moving on, going back to the chalkboard and devising a plan that integrates employees’ points of concern will help in taking a well-informed decision. In this manner, we not only create awareness of what is coming but also make them a part of the decision-making process. Let’s take an example. You are relaxing on a Sunday afternoon. Out of nowhere, your partner tells you about a lunch reservation in 30 minutes. You’ll be taken aback! It will not be a welcome change to your lazy afternoon plans. In another instance, you’ve been told by your partner about going out for lunch, well in advance on Saturday itself. This gives you enough time to accept the proposed activity and adjust your day if needed. 

Now, imagine this at an organisational level, with thousands of employees. Simply, asking and informing enables people to take it in stride. As we envision the workplace in the post-pandemic era, it is evident that a hybrid model is the way forward. Blending the favourable aspects of WFH and WFO is the start of this transition. By actively engaging employees, leaders can effectively integrate their perspectives and make well-informed decisions. Inclusive communication cultivates a positive employee experience that helps in making a seamless transition. Transparency lays a foundation of trust. And since the change is being done for the newer employees, isn’t a rock-solid foundation what the leaders want? Let’s move beyond the outdated views of the corporate world and embrace a flexible and collaborative outlook.