Old Boys Club - Recensione dipendente - Senior Consultant presso CGI

2,0
30 set 2017
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Pay is decent Flexible work location

Svantaggi

- Old Boys Club - generally men in 50s run the show and stick together as in a private club. There are token minority's and women. - You have to sacrifice your soul, including lies to clients, if you want to be in the good with leadership - They never leave money on the table - meaning if you can get the job done faster and cheaper, they won't tolerate it; they will place more people on project to burn thru the budget - don't expect any decent raise, therefore bargain hard when u start and you will get what you want. But nothing much thereafter - all the training is company specific frameworks, frameworks, and more frameworks

Esplora altre recensioni su CGI

5,0
9 giu 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Inclusive workplace; great benefits; supportive of personal and professional growth; decent compensation for the area; - especially given the benefits; great leadership; strong culture and values.

Svantaggi

Can be ups and downs if you are in a more volatile area of work which has contracts come and go. AI has increased that volatility across the industry and CGI hasn’t been immune. Individuals experience can vary by manager, but it’s a very good company.

1,0
16 giu 2026
Dipendente anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

no specific positives to highlight from my perspective

Svantaggi

I worked at CGI in both India and the USA and observed similar workplace culture concerns across both locations. The only real difference was HR—India HR felt more supportive, while my experience with USA HR was disappointing. My employment ended shortly after maternity leave due to an alleged “lack of projects,” which I experienced as a layoff. I also observed what appeared to be misuse of position by some leaders, including blurred professional boundaries, preferential treatment, and expectations that went beyond normal workplace roles—at times resembling personal-assistant-style demands rather than professional conduct. Surprisingly, I also noticed inconsistent “policies” applied differently to different individuals. In some cases, it felt like the rules changed depending on who you were. When leadership became aware that someone was related to another employee in the organization, it sometimes felt like that person was singled out or targeted rather than treated objectively. Overall, these practices—whether through inconsistent treatment, perceived power misuse, or favoritism—undermine trust, damage workplace culture, and raise serious concerns about fairness and professionalism.

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