In a concerning turn of events for India’s IT employment landscape, Infosys terminated hundreds of freshers at its Mysuru campus after they reportedly failed internal training assessments, particularly in coding. While Infosys claims this is standard procedure aligned with performance metrics, the mass exit raises deeper questions about industry ethics, educational gaps, and the corporate training model itself.

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The Freshers’ Shock: What Happened?

Freshers who were selected through campus placements and underwent long waiting periods before onboarding were eventually trained at the Mysuru campus. There, they faced rigorous internal assessments—primarily coding tests. Those who couldn’t meet the benchmark were let go, triggering criticism and anxiety across the student and tech community.

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Key Points Behind the Termination:

  1. Performance-Based Exit: Infosys stated that the terminations were part of a performance review where only those who failed multiple internal tests were asked to leave.
  2. Training Intensity vs Academic Preparation: Many of these freshers came from non-CS backgrounds or Tier 2/3 colleges, raising concerns about the mismatch between academic curriculums and IT industry expectations.
  3. Delayed Onboarding Fatigue: Several of these students waited 6–12 months post-offer letter. During this gap, many prepared independently, often without access to official training resources, causing demotivation and skill decay.
  4. Lack of Warning or Reassessment: Terminated candidates claim they weren’t given ample chances to improve or retest, which feels unfair in a post-pandemic, skill-deficit economy.
  5. Over-Hiring Strategy? With tech slowdowns and bench strength rising, critics argue that Infosys and similar companies may be resorting to “performance exits” as a way to manage excess hiring without formally announcing layoffs.

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The Broader Implications:

For Students: This event is a wake-up call for students relying solely on campus placements. Real-world expectations—especially in coding and problem-solving—are rising faster than most syllabi.

For Companies: The ethical line between assessment and exploitation needs reflection. Offering development programs only to later expel hundreds without industry exposure risks harming company reputation and talent trust.

For Academia: There’s a pressing need to integrate real-world coding standards, project work, and logical aptitude training into undergraduate programs—not just final-year sprints.

For the IT Ecosystem: India’s tech services sector thrives on scale and trust. Events like these can erode both, unless proactive reskilling, transparency in performance evaluations, and mental health safeguards are embedded into onboarding programs.

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A Critical Lens Forward

If India is to remain the digital skill capital of the world, it must treat its freshers not as liabilities to be discarded on first failure—but as investments to be nurtured with patience, clarity, and mentorship. Infosys, as a pioneer in corporate training, must now decide: will it continue as a beacon of skill development, or become another faceless filter in a hyper-automated hiring cycle?

Let this incident not be a corporate footnote, but a starting point for structural correction.

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