The COVID-19 pandemic has significantly transformed workplace dynamics and corporate responsibilities, compelling organizations to redefine internal corporate social responsibility (CSR) and employee engagement strategies. This study investigates the role of internal CSR on employee engagement and driving sustainable development goals (SDGs) within the Indian IT sector, focusing on two leading companies: (1) Tata Consultancy Services (TCS) and (2) Infosys. Based on social exchange theory (SET), the research explores how the reciprocal relationship between organizations and employees fosters commitment, trust, and shared value creation. Through a case study approach, the research explores how these companies have leveraged their internal CSR strategies to enhance employee well-being, foster inclusive work cultures, and contribute to broader sustainability objectives during and after the pandemic. It demonstrates how these initiatives strengthen employee engagement and contribute to SDGs. The chapter also analyses the barriers to internal CSR strategies. Secondary data are analyzed, such as government CSR reports, the company’s annual CSR reports, information from the company’s website, academic books, journal articles, theses, reviews, blogs, and websites. Findings reveal that applying SET provides a framework to understand the mutual benefits of robust CSR policies—employees experience greater job satisfaction and loyalty. At the same time, organizations achieve enhanced productivity and societal impact. The study underscores the critical role of technology-driven innovations in aligning corporate strategies with global sustainability objectives and navigating post-pandemic challenges. Additionally, it provides insights for the organizations aiming to integrate internal CSR with sustainable development practices. It concludes with recommendations for leveraging internal CSR as an important tool to navigate post-pandemic challenges and achieve long-term growth.