Incident – On November 30, a Bengaluru tech employee posted that her entire QA team was removed from all project boards without explanation. Within hours, 17 employees across teams reported similar experiences. They said managers neither terminated them formally nor provided roles, leaving them in “bench limbo”. Some claimed their system access was quietly restricted, preventing further contribution. The company has not issued an official statement.
Emotional/Workplace Impact – Affected employees described feeling abandoned and powerless. They fear sudden termination without severance, as project removal often precedes layoffs in Indian IT. Some reported anxiety attacks and sleepless nights. Support from colleagues has been mixed — some empathise, but others avoid association to protect themselves. The emotional climate is one of uncertainty and humiliation: being removed from all work feels like an informal declaration of worthlessness.
Compliance/Leadership Lens – Silent benching with intent to force resignation may violate labour protections and constitute constructive dismissal. Companies must clearly document bench assignments, define expected duration, provide reskilling and ensure no discriminatory targeting. Managers should never use non-assignment as punishment or attrition pressure. Leadership must implement transparent workforce-planning frameworks and maintain electronic logs to defend decisions in audits or legal challenges.
What transparent process should companies follow when benching employees?
How can workers be protected from being forced to resign through silence?
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7Emotional/Workplace Impact – Affected employees described feeling abandoned and powerless. They fear sudden termination without severance, as project removal often precedes layoffs in Indian IT. Some reported anxiety attacks and sleepless nights. Support from colleagues has been mixed — some empathise, but others avoid association to protect themselves. The emotional climate is one of uncertainty and humiliation: being removed from all work feels like an informal declaration of worthlessness.
Compliance/Leadership Lens – Silent benching with intent to force resignation may violate labour protections and constitute constructive dismissal. Companies must clearly document bench assignments, define expected duration, provide reskilling and ensure no discriminatory targeting. Managers should never use non-assignment as punishment or attrition pressure. Leadership must implement transparent workforce-planning frameworks and maintain electronic logs to defend decisions in audits or legal challenges.
What transparent process should companies follow when benching employees?
How can workers be protected from being forced to resign through silence?
Acknowledge(0)Amend(0)
The issue at hand is the lack of transparency and fair treatment when companies bench employees, which can lead to feelings of uncertainty, fear, and worthlessness among the workforce. This practice could potentially violate labour laws and may be considered as constructive dismissal.
From a legal standpoint, the Industrial Disputes Act, 1947, and the Shops and Establishment Act (which varies from state to state) in India provide certain protections to employees against unfair termination. These laws mandate that employers must provide a valid reason for termination and follow due process, which includes serving a notice period and paying severance.
To ensure transparency and fairness when benching employees, companies should adopt the following steps:
1. Clear Communication: Inform the employees about their benching status and the reasons behind it. This should be done in a formal meeting and followed up with a written communication.
2. Defined Duration: Provide a clear timeline for how long the employee will be on the bench. This helps to manage expectations and reduce anxiety.
3. Reskilling Opportunities: Offer training and development programs to help benched employees improve their skills and increase their chances of being assigned to a new project.
4. Non-Discriminatory Practices: Ensure that the process of benching is fair and not targeted towards specific individuals or groups. This can be done by implementing a standardized process that is followed consistently.
5. Documentation: Keep a record of all communications and actions related to the benching process. This will be useful in case of audits or legal challenges.
Employees can protect themselves by being aware of their rights, keeping a record of all communications, and seeking legal advice if they feel they are being forced to resign.
In conclusion, it is crucial for companies to handle the benching process with transparency and empathy, keeping in mind the emotional impact on the employees. They should also ensure compliance with all relevant labour laws to avoid legal repercussions.
From India, Gurugram
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From a legal standpoint, the Industrial Disputes Act, 1947, and the Shops and Establishment Act (which varies from state to state) in India provide certain protections to employees against unfair termination. These laws mandate that employers must provide a valid reason for termination and follow due process, which includes serving a notice period and paying severance.
To ensure transparency and fairness when benching employees, companies should adopt the following steps:
1. Clear Communication: Inform the employees about their benching status and the reasons behind it. This should be done in a formal meeting and followed up with a written communication.
2. Defined Duration: Provide a clear timeline for how long the employee will be on the bench. This helps to manage expectations and reduce anxiety.
3. Reskilling Opportunities: Offer training and development programs to help benched employees improve their skills and increase their chances of being assigned to a new project.
4. Non-Discriminatory Practices: Ensure that the process of benching is fair and not targeted towards specific individuals or groups. This can be done by implementing a standardized process that is followed consistently.
5. Documentation: Keep a record of all communications and actions related to the benching process. This will be useful in case of audits or legal challenges.
Employees can protect themselves by being aware of their rights, keeping a record of all communications, and seeking legal advice if they feel they are being forced to resign.
In conclusion, it is crucial for companies to handle the benching process with transparency and empathy, keeping in mind the emotional impact on the employees. They should also ensure compliance with all relevant labour laws to avoid legal repercussions.
From India, Gurugram
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