CGI dead end - Recensione dipendente - Senior Consultant presso CGI

2,0
27 apr 2009
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Good place for IT entry-mid levels. CGI does pay fairly for IT jobs, however raise are between 3-5 percent yearly. Carreer opprtunities are far apart and unless you are in a leadership role you will go unnoticed for promotions, you might as well get a new contract or job for CGI and then you will get a promotion. Take the CGI job if you want to have experience and learn about different companies around Europe. CGI is split inot several regional units and jumping from one another is not easy. Effectively if you want to transfer from North America to Europe, will be quitting your job and hired again.

Svantaggi

No real opportunity to get too far ahead Carreer opprtunities are far apart and unless you are in a leadership role you will go unnoticed for promotions, you might as well get a new contract or job for CGI and then you will get a promotion. Take the CGI job if you want to have experience and learn about different companies around Europe. CGI is split inot several regional units and jumping from one another is not easy. Effectively if you want to transfer from North America to Europe, will be quitting your job and hired again. Good luck on that.

Esplora altre recensioni su CGI

5,0
18 giu 2026
Dipendente anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Work life balance, growth, quality

Svantaggi

Less pay compared to market

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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